Thriving at work as a mediator of the relationship between workplace support and life satisfaction
- Zhai, Qingguo, Wang, Saifang, Weadon, Helen
- Authors: Zhai, Qingguo , Wang, Saifang , Weadon, Helen
- Date: 2020
- Type: Text , Journal article
- Relation: Journal of Management & Organization Vol. 26, no. 2 (Mar 2020), p. 168-184
- Full Text: false
- Reviewed:
- Description: Conservation of resources theory is employed to examine the effect of workplace support on thriving at work and the mediation of thriving at work on the workplace support and life satisfaction relationship using data on white-collar workers in China. We find that workplace support is positively related to thriving at work and thriving at work is positively related to life satisfaction. We also find that thriving at work fully mediates the relationship between life satisfaction and supervisor support, while the relationship between life satisfaction and coworker support is partially mediated by thriving at work. Consistent with the COR caravan and spillover hypothesis, we conclude that thriving at work is a mechanism that transmits the positive effects of workplace support on life satisfaction. The research findings suggest that an increase in workplace support can benefit both individuals and organizations by improving individuals' thriving at work and life satisfaction.
From supervisor to mentor : Suggestive possibilities
- Zeegers, Margaret, Smith, Patricia
- Authors: Zeegers, Margaret , Smith, Patricia
- Date: 2002
- Type: Text , Conference paper
- Relation: Paper presented at AARE 2002 Conference, Brisbane : 1st - 5th December, 2002
- Full Text: false
- Reviewed:
- Description: An age characterised by the sort of 'manufactured uncertainty' identified by Giddens (1994) throws up for scrutiny any number of taken-for-granted assumptions regarding professional practice experience in the Education field. This paper explores the suggestive possibilities of discourses of pre-service teacher practica in terms of naming, positioning and examination of taken-for-granted aspects of teacher education as they present at a regional university in Victoria, Australia. The University of Ballarat has introduced a new P-10 teacher education course. In the second year of its progress, traditional aspects of paid supervisory and assessment roles of practising teachers in relation to student teachers have been the focus of attention and activity based on reconfigured foci on the roles of both practising teachers and undergraduate students. One such focus is on what Schön (1987) describes as 'indeterminate zones of practice', and the result has been a research program exploring those zones in terms of mentorship in relation to mandated supervision and assessment requirements for graduate registration. The project is action-research based, with teacher, student, academic and semi-academic/teacher roles considered in the light of suggestive possibilities of mentorship and reflective practices as transformative possibilities in relation to roles associated with these.
- Description: E1
- Description: 2003000135
The care factor of leadership : identifying and understanding workplace appreciative behaviours in the supervisory relationship
- Authors: Timmerman, Geoffrey
- Date: 2021
- Type: Text , Thesis , PhD
- Full Text:
- Description: Most would agree, people like to be appreciated for who they are and for the work they do. Yet, the process resulting in employees feeling appreciated is not well understood. Further, appreciation in the workplace is complex, when considering the concept’s multifaceted nature. Workplace-relevant research supports hypotheses that being appreciated at work is associated with desirable employee outcomes such as enhanced subjective well-being (SWB), higher levels of job satisfaction and performance, creativity while also benefiting organisations through higher employee productivity. Some authors even suggest that being appreciated links to physical well-being. Regardless, empirical evidence supporting a putative relationship between appreciation and key workplace outcomes (SWB, job satisfaction and happiness) is lacking; This represents a knowledge gap in the management literature. An important related question concerns optimal ways that managers can express appreciation to their employees at work, and conversely, employee preferences for the form of appreciation that they receive from their manager. Past studies investigating the influence of appreciation in the workplace, though informative, have failed to apply a rigorous process to identify forms of appreciative behaviour. To advance knowledge on forms of workplace appreciation endowed by supervisors, and how this may influence employees, the first study aim was to identify and appraise the underlying components of appreciation-type behaviours. Hence, the supervisor-employee relationship forms the central component for this study. The second study aim was to identify whether and how supervisor-enacted appreciative behaviours influence selected employee work outcomes. A review of literature pertinent to the research aims provided theoretical foundations for understanding appreciative behaviours in the workplace. These included social relationships, human motivation, workplace sources of support, dispositional versus behavioural approaches to appreciation, selected aspects of leadership and the theorised function of workplace appreciation. From this, a conceptual model of an iterative workplace appreciation cycle was proposed to support the study aims. To meet the research aims, a two-phase study approach was adopted. Firstly, a qualitative study investigated the construct of expressed appreciation (phase 1). Here, expressed supervisor appreciative behaviours were identified through 19 one-on-one, semi-structured interviews with employees from a variety of professions and employment sectors. Through a rigorous thematic analysis, five supervisor appreciative behavioural themes (Interest, Rewards, Acknowledgment, Trust and Endorsement) were established to determine what (forms of appreciative behaviours enacted by supervisors). This first thematic framework was complemented by three outcome-related themes (Cognisance, Confirmation and Commendation) capturing the why (with regard to why employees feel appreciated) as a second thematic framework. Phase 2 of the study employed an online quantitative survey directly informed by phase 1 results. The hypothetical what and why constructs forming workplace appreciative behaviours were each developed as itemised scales (20-item and 12-item, respectively). An online survey instrument gathered employee (N=206) responses for itemised scales plus workplace outcome scales measuring SWB, job satisfaction and job commitment. Factor analysis of the 20-item what scale identified workplace appreciation behaviours endowed by supervisors to comprise a three-factor structure (factors labelled acknowledgement, trust and reward). A 12-item scale representing why employees feel appreciated provided a one-factor solution. Subsequent multiple regressions revealed the factors of acknowledgement and trust to be associated (p<.05) with job satisfaction, job commitment and overall well-being. Reward was not associated with any measured employee workplace outcome. Relationships of workplace appreciation factors with other measured variables including employee age, gender and workplace role were identified. The study findings provide both theoretical and practical contributions concerning the roles of and importance of supervisor appreciative behaviours manifest in the workplace. Supervisor acknowledgment is theorised to provide a foundation for developing a positive supervisor-employee relationship with trust conveyed over time to realise positive employee and organisational outcomes. Building on this, further studies are recommended to confirm this study’s results across a range of workplaces and for other national cultures.
- Description: Doctor of Philosophy
- Authors: Timmerman, Geoffrey
- Date: 2021
- Type: Text , Thesis , PhD
- Full Text:
- Description: Most would agree, people like to be appreciated for who they are and for the work they do. Yet, the process resulting in employees feeling appreciated is not well understood. Further, appreciation in the workplace is complex, when considering the concept’s multifaceted nature. Workplace-relevant research supports hypotheses that being appreciated at work is associated with desirable employee outcomes such as enhanced subjective well-being (SWB), higher levels of job satisfaction and performance, creativity while also benefiting organisations through higher employee productivity. Some authors even suggest that being appreciated links to physical well-being. Regardless, empirical evidence supporting a putative relationship between appreciation and key workplace outcomes (SWB, job satisfaction and happiness) is lacking; This represents a knowledge gap in the management literature. An important related question concerns optimal ways that managers can express appreciation to their employees at work, and conversely, employee preferences for the form of appreciation that they receive from their manager. Past studies investigating the influence of appreciation in the workplace, though informative, have failed to apply a rigorous process to identify forms of appreciative behaviour. To advance knowledge on forms of workplace appreciation endowed by supervisors, and how this may influence employees, the first study aim was to identify and appraise the underlying components of appreciation-type behaviours. Hence, the supervisor-employee relationship forms the central component for this study. The second study aim was to identify whether and how supervisor-enacted appreciative behaviours influence selected employee work outcomes. A review of literature pertinent to the research aims provided theoretical foundations for understanding appreciative behaviours in the workplace. These included social relationships, human motivation, workplace sources of support, dispositional versus behavioural approaches to appreciation, selected aspects of leadership and the theorised function of workplace appreciation. From this, a conceptual model of an iterative workplace appreciation cycle was proposed to support the study aims. To meet the research aims, a two-phase study approach was adopted. Firstly, a qualitative study investigated the construct of expressed appreciation (phase 1). Here, expressed supervisor appreciative behaviours were identified through 19 one-on-one, semi-structured interviews with employees from a variety of professions and employment sectors. Through a rigorous thematic analysis, five supervisor appreciative behavioural themes (Interest, Rewards, Acknowledgment, Trust and Endorsement) were established to determine what (forms of appreciative behaviours enacted by supervisors). This first thematic framework was complemented by three outcome-related themes (Cognisance, Confirmation and Commendation) capturing the why (with regard to why employees feel appreciated) as a second thematic framework. Phase 2 of the study employed an online quantitative survey directly informed by phase 1 results. The hypothetical what and why constructs forming workplace appreciative behaviours were each developed as itemised scales (20-item and 12-item, respectively). An online survey instrument gathered employee (N=206) responses for itemised scales plus workplace outcome scales measuring SWB, job satisfaction and job commitment. Factor analysis of the 20-item what scale identified workplace appreciation behaviours endowed by supervisors to comprise a three-factor structure (factors labelled acknowledgement, trust and reward). A 12-item scale representing why employees feel appreciated provided a one-factor solution. Subsequent multiple regressions revealed the factors of acknowledgement and trust to be associated (p<.05) with job satisfaction, job commitment and overall well-being. Reward was not associated with any measured employee workplace outcome. Relationships of workplace appreciation factors with other measured variables including employee age, gender and workplace role were identified. The study findings provide both theoretical and practical contributions concerning the roles of and importance of supervisor appreciative behaviours manifest in the workplace. Supervisor acknowledgment is theorised to provide a foundation for developing a positive supervisor-employee relationship with trust conveyed over time to realise positive employee and organisational outcomes. Building on this, further studies are recommended to confirm this study’s results across a range of workplaces and for other national cultures.
- Description: Doctor of Philosophy
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