Browsing by Subject "Perceived organizational support"
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ItemThe antecedents of individual job performance and moderating effect of role stress: path models on the logistics service industry in ThailandThe research examined the effect of organizational justice, perceived organizational support on organizational commitment, and job performance and the moderating effect of role stress of employees in logistics service providers in Thailand. This research employed a path model utilizing structural equation modeling with multivariate techniques combining methods of factor analysis. The application of multi-group analysis clarified the moderating effects of role stress by grouping the low role stress group and high role stress group of respondents. Data was collected from 889 professional white-collar workers from 15 logistics service providers in Thailand. There are two groups that include the low role stress group (n=426) and high role stress group (n=433) of respondents which were segregated based on the median. This research revealed that perceived organizational support ultimately contributes to individuals’ job performance. The results indicated moderation effects of role stress, i.e. organizational justice is a significant factor that contributes to organizational commitment in high role stress group, unlike in low role stress group. Organizational commitment has significant negative effect on counterproductive work behavior in low role stress group, unlike in high role stress group. The findings can be inferred as organizational justice and support are perceived as benefits by individuals, which initiates the social exchange relationship then enhances job performance of the individuals in an organization via organizational commitment. This study has concrete managerial implications, such as by announcing and actualizing the flexible workplace can be an effective and efficient measures for the logistics service industry.
ItemDesigning an organization development model for co-creating inclusive organizations(Bangkok : Assumption University Press, 2022) Fernando, Maria Socorro C. L.The aim of this research was to design an organization development model for co-creating inclusive organizations. Data was collected using an online structured questionnaire and interview protocol. The nine informants and 71 respondents worked at various job positions with multi-national companies based in Thailand. The 71 respondents were selected using non-probability random sampling, while purposive sampling was used to identify the nine informants. The quantitative data analysis utilized Pearson Correlation, Paired Sample T-test, and Priority Needs Index Modified (PNI mod), while the qualitative data analysis of the interview data utilized content analysis. The quantitative findings revealed significant relationships between the variables (p < 0.01). Results of the paired sample statistics revealed that only the paired samples of workplace inclusion and psychological safety obtained a significant mean difference, with significance values of .005 and .001, respectively, while the order of priority needs of the constructs showed psychological safety, workplace inclusion, perceived organizational support, innovation in the workplace, and self-efficacy, to have the respective order of priority. The qualitative data analysis resulted in three themes consisting of diversity, inclusive culture, and inclusive management. The research findings were used to design the model entitled “Co-creative Organization Inclusion” with three components, namely Component 1: Co-creative organization inclusion through representation that leverages individual & team potential; Component 2: Co-creative organizational inclusion by top-management championing representation; and Component 3: Co-creative organization inclusion through a supportive and collaborative culture.
ItemWorkplace diversity influenceon employee retention in organizations duringthe COVID-19The purpose of this study is to identify the factors influencing workplace diversity on employee retention in organizations during the COVID-19. In this study, the researchers aim to determine which factors will be the most effect on workplace diversity on employee retention in organizations during the COVID-19 variables in this study consisting of Supervisory relationship, perceived organizational support, perceived working climate, peer group interaction, diversity, and inclusion in the workplace engagement, and perceived organizational support. A total of 260 participants, which contain specific characteristics such as designation in human resource and non-human resource, gender, industry sectors, nature of industry, ownership, and age range. Both descriptive statistics and inferential statistics were used in data analysis such as frequency, percentage, mean, standard deviation, and multiple linear regression (MLR) to describe the demographic profile and the causal relationship between variables. In this study, results revealed that perceived working climate (PWC), supervisory relationship (SR), peer group interaction (PGI), and perceived organizational support (POS) have a positive significant effect on diversity and inclusion in the workplace engagement (DIW) at a p-value less than .05, also, diversity and inclusion in the workplace engagement (DIW) and perceived organizational support (POS) have a positive significant effect on employee retention during COVID-19 which all hypotheses support the null hypothesis.