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Xinyu Qin

Bio: Xinyu Qin is an academic researcher. The author has contributed to research in topics: Organizational performance & Organizational learning. The author has an hindex of 1, co-authored 1 publications receiving 86 citations.

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Journal ArticleDOI
TL;DR: In this paper, a relationship model of perceived organizational support, organizational identification, employee engagement, and organizational justice was constructed. But the authors did not consider the effect of organizational identification on employee engagement.
Abstract: On the basis of theoretical research, this paper constructs the relationship model of perceived organizational support, organizational identification, employee engagement and organizational justice. With questionnaires from 350 employees in 28 provinces, we empirically tested that the organizational identification plays a mediating role and organizational justice has a moderating effect by using the correlation analysis and structural equation model and regression analysis. The results show that: firstly, perceived organizational support and employee engagement have significantly positive correlation, perceived organizational support applies directly positive influence on employee engagement; secondly, perceived organizational support can also play a role in employee engagement through organizational identification, in other words, organizational identification has partial mediating effect between perceived organizational support and employee engagement; thirdly, this paper verified that organizational justice plays a moderating role on the relationship between perceived organizational support and organizational identification.

101 citations


Cited by
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Journal ArticleDOI
TL;DR: Based on hypotheses involving social exchange, attribution, and self-enhancement, this paper carried out a meta-analytic assessment of OST using results from 558 studies and found that OST was generally successful in its predictions concerning both the antecedents of POS (leadership, employee-organization context, human resource practices, and working conditions) and its consequences (employee orientation toward the organization and work, employee performance, and well-being).

1,138 citations

Journal ArticleDOI
TL;DR: In this paper, a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high-quality LMX relationships with their subordinates (first link), who interpret high quality LMX as support from the organization and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior).
Abstract: Summary We present three studies providing an increased understanding of the interdependence between perceived organizational support (POS) and leader–member exchange (LMX). Using employees from a social service agency and new hires from a variety of organizations, we report evidence for a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high-quality LMX relationships with their subordinates (first link), who interpret high-quality LMX as support from the organization (subordinate POS, second link) and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior). The relationship between supervisor POS and LMX with subordinates was strongly moderated by supervisor fear of exploitation in exchange relationships (reciprocation wariness), holding only for supervisors with low reciprocation wariness. Consistent with the view that employees perceive the organization as partly responsible for treatment received from supervisors, LMX was found to be more strongly related to POS when employees highly identified their supervisors with the organization (supervisor's organizational embodiment), and this interaction extended to reduced withdrawal behavior. Copyright © 2013 John Wiley & Sons, Ltd.

144 citations

Journal ArticleDOI
TL;DR: Li et al. as discussed by the authors examined whether organizational identification mediates the effect of perceived organizational support on work outcomes including turnover intentions, work performance, and organizational citizenship behavior (OCB).

95 citations

Journal ArticleDOI
TL;DR: It is suggested that a relatively brief training program can help managers become more supportive and less abusive in the workplace.
Abstract: Although much is known about the antecedents and consequences of abusive supervision, scant attention has been paid to investigating procedures to reduce its frequency. We conducted a quasiexperiment to examine the effects of supervisor support training on subordinate perceptions of abusive supervision and supervisor support. Supervisors (n = 23) in 4 restaurants were trained in 4 supportive supervision strategies (benevolence, sincerity, fairness, and experiential processing) during 4 2-hr sessions over a period of 2 months. We compared perceived supervisor support and abusive supervision before and 9 months after training for 208 employees whose supervisors received support training and 241 employees in 4 similar control restaurants. Compared to employees in the control restaurants, employees whose supervisors received the support training reported higher levels of perceived supervisor support and less abusive supervision. These findings suggest that a relatively brief training program can help managers become more supportive and less abusive. Theoretical and practical implications for effectively managing abusive supervision are discussed. (PsycINFO Database Record

87 citations