The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Behavioral Outcomes |
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| Authors: | Amanda Shantz Kerstin Alfes Gary P. Latham |
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| Affiliation: | 1. IéSEG School of Management;2. Tilburg University;3. Rotman School of Management at the University of Toronto;4. Academy of Management, the Association for Psychological Science;5. Canadian Psychological Association, the Society for Industrial–Organizational Psychology, the Royal Society of Canada, and the Society for Human Resource Management |
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| Abstract: | The present study examined the commonly held assumption that a low level of work engagement leads to higher turnover intentions and employee deviant behavior. Employee survey results (n = 175) from a manufacturing organization in the United Kingdom showed that employee work engagement correlates negatively with lagged measures of turnover intentions and deviant work behavior directed toward the organization. The results suggest that perceived organizational support moderates the relationship between work engagement and turnover intentions and deviant behaviors directed toward the organization, such that perceived organizational support compensates for relatively low levels of work engagement. © 2014 Wiley Periodicals, Inc. |
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| Keywords: | work engagement perceived organizational support turnover intentions deviant behavior |
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