Toward a Further Understanding of the Relationships Between Perceptions of Support and Work Attitudes

By Thomas W. H. Ng, K. Sorensen. 2008

727 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/65513115eb2eb1677b8762446b072e6163b76058

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

The impact of abusive supervision and co-worker support on hospitality and tourism student employees’ turnover intentions in Ecuador (2018, background): “…has been defined as “behaviors that are intended to assist others” (Hobman, Restubog, Bordia, & Tang, 2009, p. 237) and it is a useful resource in enhancing employees’ proper functioning in organizations by providing sympathy, caring, or work-related help or information (Ng & Sorensen, 2008).”
Is all Support Equal? The Moderating Effects of Supervisor, Coworker, and Organizational Support on the Link between Emotional Labor and Job Performance (2017, background): “While there are many feasible sources f support at work, supervisors in charge of employee erformance and evaluation are recognized as the most nfluential support entity in the workplace (Beehr et al., 990; Ng and Sorensen, 2008; Russell et al., 1987).”
With a little help from my colleagues: A social embeddedness approach to perceived organizational support (2012, unknown): “We have generally found the support by higher‐level managers and supervisors to be more closely related to POS than has support by coworkers (Ng & Sorensen, 2008).”
The Impact of Coworker Support on Employee Turnover in the Hospitality Industry (2013, background): “For example, Ng and Sorensen (2008) in their meta-analysis provided evidence that coworker support was negatively related to turnover intentions.”
The Negative Aspects of Social Exchange: An Introduction to Perceived Organizational Obstruction (2009, background): “Ng and Sorensen’s (2008) meta-analysis suggests that it is inappropriate to assume that individuals react in the same fashion to all sources of support.”
How to mobilize social support against workload and burnout: The role of organizational identification (2018, background): “Strongly identified employees should be more prone to act in a cooperative way (Haslam, 2004), but at the same time, to the extent that employees receive support from colleagues they should reinforce, over time, their sense of organizational belonging (Ng & Sorensen, 2008).”