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Mentoring, supervisor support, and perceived organizational support: what matters most?

Mentoring, supervisor support, and perceived organizational support: what matters most? Purpose – The purpose of this paper is to provide an examination of the relative impact of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior. Design/methodology/approach – In total, 346 employees of a US manufacturing facility were surveyed. Findings – Ordinary least squared regression model revealed that perceived organizational support was a stronger predictor of organizational commitment and job search behavior than was mentoring and supervisor support. Research limitations/implications – The main implication of this study for leadership theorists is that while mentors and supervisors can be effective in endearing the employee to the organization, the perception of organizational support might be more important. The main limitation of this study is that the findings are derived from a single manufacturing organization. Practical implications – The results from this study suggest that organizational leaders must adequately address organizational‐supported programs including fair operating procedures, rewards, and job conditions. These programs underlie perceived organizational support. Originality/ value of paper – This paper contributes to the literature by providing a concurrent and comparative examination of the effects of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Mentoring, supervisor support, and perceived organizational support: what matters most?

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References (54)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730810861290
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to provide an examination of the relative impact of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior. Design/methodology/approach – In total, 346 employees of a US manufacturing facility were surveyed. Findings – Ordinary least squared regression model revealed that perceived organizational support was a stronger predictor of organizational commitment and job search behavior than was mentoring and supervisor support. Research limitations/implications – The main implication of this study for leadership theorists is that while mentors and supervisors can be effective in endearing the employee to the organization, the perception of organizational support might be more important. The main limitation of this study is that the findings are derived from a single manufacturing organization. Practical implications – The results from this study suggest that organizational leaders must adequately address organizational‐supported programs including fair operating procedures, rewards, and job conditions. These programs underlie perceived organizational support. Originality/ value of paper – This paper contributes to the literature by providing a concurrent and comparative examination of the effects of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: May 9, 2008

Keywords: Supervisory training; Mentoring; Perception; Employee attitudes; United States of America

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