The relationship between organizational support, employee development, and organizational commitment: An empirical study

By Judith W. Tansky, Debra J. Cohen. 2001

366 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ed08d9eeba243c621b22b612d4c6141f4147b8cf

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Social Support in the Workplace and Training Transfer: A longitudinal analysis (2010, neutral): “…these outcomes to a training transfer context, employees who perceive high levels of organizational support may also demonstrate their commitment through being more motivated in a training context and applying the new learning on the job (Pidd, 2004; Russell et al., 1985; Tansky & Cohen, 2001).”
The Relationships between Perceived Organizational Support, Felt Obligation, Affective Organizational Commitment and Turnover Intention of Academics working with Private Higher Educational Institutions in Malaysia (2009, methodology): “Tansky & Cohen (2001) has identified perceived organizational support to build organizational commitment among employees.”
Effects of leadership and leader‐member exchange on commitment (2005, background): “This finding is somewhat counter-intuitive as we would expect loyal followers to express greater obligation to remain committed due to the opportunities and benefits that these followers receive from such a relationship ( Tansky and Cohen, 2001”
Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention (2015, background): “According to Terez (2000), there are several costs that organizations will incurred in the view of high level of turnover, which are training cost, replacement cost, vacancy cost and separation cost.”
You Paid for the Skills, Now Keep Them: Tuition Reimbursement and Voluntary Turnover (2004, result): “This distinction would make it easier to reconcile the traditional turnover theories with the growing body of research showing that providing development has positive effects on employee attitudes (Bartlett, 2001; Birdi, Allen, & Warr, 1997; Meyer & Smith, 2000; Tansky & Cohen, 2001 ).”
Employee development, commitment and intention to turnover: a test of ‘employability’ policies in action (2006, methodology): “Employee development research from management and psychology uses a social exchange model of organisations and generally assumes that skill development and the opportunity to take training are viewed by employees as benefits and contribute to an employee’s organisational commitment and willingness t”
The Effects of Perceived Organisational Support on Employees' Affective Outcomes: Evidence from the Hotel Industry (2010, background): “In these studies, perceived organisational support is an important factor in revealing organisational commitment (Buchanan, 1974; Tansky and Cohen, 2001; Yoon and Thye, 2002; Riggle et al., 2009).”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, neutral): “Our results support the notion that transformational leaders are more employee-oriented and thus more concerned about their employees ’ careers and development (Tansky and Cohen 2001).”
Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research (2005, background): “In addition, how to integrate coaching with other initiatives and systems, such as compensation, evaluation, and job assignment is important (Tansky & Cohen, 2001).”