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Journal ArticleDOI

Antecedents and Outcomes of Organizational Support for Development: The Critical Role of Career Opportunities

01 May 2011-Journal of Applied Psychology (American Psychological Association)-Vol. 96, Iss: 3, pp 485-500
TL;DR: This study found that participation in training classes, leader-member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development and found support for the moderator hypotheses.
Abstract: This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between organizational support for development and employee performance and turnover. Using a sample of 264 exempt-level employees and their supervisors, we found that participation in training classes, leader-member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development. We also found support for the moderator hypotheses. Specifically, development support positively related to job performance, but only when perceived career opportunity within the organization was high. Further, development support was associated with reduced voluntary turnover when perceived career opportunity was high, but it was associated with increased turnover when perceived career opportunity was low. Our study demonstrates that social exchange and career motivation theory work together to explain when and how employees' perceptions of organizational support for development relate to turnover and job performance.
Citations
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Journal ArticleDOI
TL;DR: A meta-analysis that examines the relationship between leader-member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance) is presented in this article.
Abstract: This paper reports a meta-analysis that examines the relationship between leader-member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = -.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX-MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source- and method-biased effects stronger for leader-rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.

436 citations

Journal ArticleDOI
TL;DR: This meta-analysis summarized youth, academic, and workplace research on the potential antecedents, correlates, and consequences of protégé perceptions of instrumental support, psychosocial support, and relationship quality to the mentor or to the relationship.
Abstract: This meta-analysis summarized youth, academic, and workplace research on the potential antecedents (demographics, human capital, and relationship attributes), correlates (interaction frequency, relationship length, performance, motivation, and social capital), and consequences (attitudinal, behavioral, career-related, and health-related outcomes) of protege perceptions of instrumental support, psychosocial support, and relationship quality to the mentor or to the relationship. A total of 173 meta-analytic correlations were computed based on data from 173 samples and a combined N of 40,737. Among antecedents, positive protege perceptions were most strongly associated with greater similarity in attitudes, values, beliefs, and personality with their mentors (ρ ranged from .38 to .59). Among correlates, protege perceptions of greater instrumental support (ρ = .35) and relationship quality (ρ = .54) were most strongly associated with social capital while protege perceptions of greater psychosocial support were most strongly associated with interaction frequency (ρ = .25). Among consequences, protege perceptions of greater instrumental support (ρ = .36) and relationship quality (ρ = .38) were most strongly associated with situational satisfaction while protege perceptions of psychosocial support were most highly associated with sense of affiliation (ρ = .41). Comparisons between academic and workplace mentoring generally revealed differences in magnitude, rather than direction, of the obtained effects. The results should be interpreted in light of the methodological limitations (primarily cross-sectional designs and single-source data) and, in some instances, a small number of primary studies.

426 citations

Journal ArticleDOI
TL;DR: Findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.
Abstract: This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.

340 citations


Additional excerpts

  • ...….83 Ko (2005) 990 South Korea VC LMX .93 0.29 Ko (2005) 990 South Korea VC TL .67 .92 0.13 Kraimer et al. (2011) 198 United States HI LMX .94 1.32 Kraimer et al. (2011) 198 United States HI TP .38 .82 0.48 Kraimer et al. (2011) 198 United States HI AC .29 .86 1.23 Kraimer et al. (2011) 198…...

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  • ...…United States HI LMX .94 1.32 Kraimer et al. (2011) 198 United States HI TP .38 .82 0.48 Kraimer et al. (2011) 198 United States HI AC .29 .86 1.23 Kraimer et al. (2011) 198 United States HI JS .46 .84 1.30 Kraimer & Wayne (2004) 230 United States HI LMX .93 0.90 Kraimer & Wayne (2004) 230 United…...

    [...]

  • ...….91 0.61 Klein & Kim (1998) 59 United States HI TP .28 .83 Ko (2005) 990 South Korea VC LMX .93 0.29 Ko (2005) 990 South Korea VC TL .67 .92 0.13 Kraimer et al. (2011) 198 United States HI LMX .94 1.32 Kraimer et al. (2011) 198 United States HI TP .38 .82 0.48 Kraimer et al. (2011) 198 United…...

    [...]

  • ...…South Korea VC TL .67 .92 0.13 Kraimer et al. (2011) 198 United States HI LMX .94 1.32 Kraimer et al. (2011) 198 United States HI TP .38 .82 0.48 Kraimer et al. (2011) 198 United States HI AC .29 .86 1.23 Kraimer et al. (2011) 198 United States HI JS .46 .84 1.30 Kraimer & Wayne (2004) 230…...

    [...]

Journal ArticleDOI
TL;DR: In this paper, a selective review of research on learning that occurs in many different forms and at the individual, team, and organizational levels is presented, organized around five themes: thinking differently about learning, reconsidering the form and design of learning, facilitating learning in the workplace, expanding the scope of learning outcomes, and improving methodology in learning research.
Abstract: Human capital resources are key for organizations to gain a competitive advantage. Learning based on formal training and development programs, informal learning, and knowledge sharing influences the development of human capital resources. This article provides a selective review of research on learning that occurs in many different forms and at the individual, team, and organizational levels. It is organized around five themes—thinking differently about learning, reconsidering the form and design of learning, facilitating learning in the workplace, expanding the scope of learning outcomes, and improving methodology in learning research. These themes provide a framework for understanding how learning can contribute to the development of human capital resources and organizations’ competitive advantage. For each theme, relevant research is reviewed, and limitations and future research directions are provided.

279 citations


Cites background from "Antecedents and Outcomes of Organiz..."

  • ...Many studies focused on learning have supported the person-in-situation perspective (e.g., Gully & Chen 2010, Kraimer et al. 2011)....

    [...]

  • ...Employeeswith high-quality LMX relationshipswith their supervisors engaged inmore voluntary learning behaviors (Walumbwa et al. 2009) and perceived greater organizational support for development (Kraimer et al. 2011)....

    [...]

  • ...Kraimer et al. (2011) demonstrated that providing career mentoring facilitated perceptions of organizational support for development....

    [...]

Journal ArticleDOI
TL;DR: The timeline of training and development research in JAP from 1918 to the present is reviewed in order to elucidate the critical trends and advances that define each decade and describe how the focus of research has shifted over time.
Abstract: Training and development research has a long tradition within applied psychology dating back to the early 1900s. Over the years, not only has interest in the topic grown but there have been dramatic changes in both the science and practice of training and development. In the current article, we examine the evolution of training and development research using articles published in the Journal of Applied Psychology (JAP) as a primary lens to analyze what we have learned and to identify where future research is needed. We begin by reviewing the timeline of training and development research in JAP from 1918 to the present in order to elucidate the critical trends and advances that define each decade. These trends include the emergence of more theory-driven training research, greater consideration of the role of the trainee and training context, examination of learning that occurs outside the classroom, and understanding training's impact across different levels of analysis. We then examine in greater detail the evolution of 4 key research themes: training criteria, trainee characteristics, training design and delivery, and the training context. In each area, we describe how the focus of research has shifted over time and highlight important developments. We conclude by offering several ideas for future training and development research. (PsycINFO Database Record

269 citations


Cites background from "Antecedents and Outcomes of Organiz..."

  • ...When employees receive career mentoring they are more likely to perceive greater organizational support for development (Kraimer et al., 2011)....

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  • ...Noe and Wilk (1993), Maurer and Tarulli (1994), and Birdi et al....

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Journal ArticleDOI
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Journal ArticleDOI
TL;DR: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS) and indicated that 3 major categories of beneficial treatment received by employees were associated with POS.
Abstract: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.

5,828 citations