Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes

By B. Kuvaas, Anders Dysvik. 2010

367 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4286a3a853b1c89d6dbbd36b632a177dc527d5e4

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “Doing so, line managers reinforce the social exchange relationship which the organization intends to build with employees through the HR practices (Kuvaas and Dysvik, 2010) thereby triggeringwell-being.”
Employee voice and engagement: connections and consequences (2013, background): “It is claimed that employees are motivated within the employment relationship to demonstrate positive attitudes and behaviours when they perceive that their employer values them and their contribution (Saks 2006; Kuvaas and Dysvik 2010).”
Learning organization and work engagement: the mediating role of employee resilience (2020, neutral): “…organizational resources such as leaders support and developmental feedback, autonomy, working flexibility, recognition and rewards, and an environment of trust and loyalty (Aguinis, Gottfredson, & Joo, 2012; Kuvaas & Dysvik, 2010; Menguc, Auh, Fisher, & Haddad, 2013; Rees, Alfes, & Gatenby, 2013).”
Talent management and organisational justice: employee reactions to high potential identification (2014, background): “Applied to talent management, such a social exchange process would imply that, when the organisation invests in the employment relationship by, for example, identifying the employee as a high potential, employees will feel obligated to reciprocate with beneficial attitudes and behaviours (Kuvaas and”
I get by with a little help from my supervisor: Creative-idea generation, idea implementation, and perceived supervisor support (2014, methodology): “The shortened scale we used was previously validated in studies by Pazy and Ganzach (2009), and Kuvaas and Dysvik (2010).”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, neutral): “We measured turnover intention by five items adopted from Kuvaas (2008), on a five-point Likert scale (Kuvaas, 2008; Kuvaas & Dysvik, 2010).”
Managing the academic talent void: Investigating factors in academic turnover and retention in South Africa (2014, result): “Although correlations were not conducted in the present study, there are indications from the literature that the perceived supervisor support relationship contributes distinctly and independently to employee outcomes such as turnover intentions (Kuvaas & Dysvik, 2010).”
Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support (2013, background): “…that supervisor-related perceptions are important for reducing employee turnover intention (e.g., Houkes, Janssen, de Jonge, & Nijhuis, 2001; Kuvaas & Dysvik, 2010) and hold unique explained variance beyond the more generic component of perceived organizational support (Eisenberger,…”
The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, background): “Recently, findings have emerged which suggest that POS and LMX are distinct and pivotal variables in explaining the relationship between HRM practices and employee outcomes (Kuvaas 2008; Kuvaas and Dysvik 2010).”
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, background): “…to have a direct impact on such outcomes, including psychological hardiness, positive emotion (Cole, Bruch, & Vogel, 2006), job retention (Eisenberger et al., 2002), and job performance (Kuvaas & Dysvik, 2010) and has negative relationships with negative emotion and cynicism (Cole et al., 2006).”
Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices (2014, background): “LMs act as agents of the organization, but can also act as independent actors when providing support to their subordinates (Maertz et al., 2007) and when implementing HR (Kuvaas and Dysvik, 2010).”