The Role of Perceived Organizational Support and Supportive Human Resource Practices on Hourly (Non-Exempt) Retail Hr Employee Satisfaction and Loyalty.
INTRODUCTION
Employees develop a general perception concerning the extent to which the organization values their contributions and cares about their well-being. Employees would view the treatment received from their organization as an indication that it favors or disfavors them (Stinglhamber, Vandenberghe). The role of Perceived Organizational Support and Supportive Human Resource Practices of hourly (non-exempt) retail HR employees may be related to low employee satisfaction and loyalty. The inferences of this study for HR practice leaders and their organizations are significant because a lack of perceived organizational support, may lead to poor employee satisfaction and loyalty, thereby adding costly affects of negative employee morale and turnover.
Employee turnover represents a practical problem to an organization in terms of loss of talent and additional recruitment and training cost. Only a few studies have explored the effects on intention to leave (i.e. Daily & Kirk 1992) . Therefore, the underlying process through with organizational perception leads to employee turnover remain largely unknown. I am not going to consider gender, age or race in this study. I am not going to consider individual employee titles. I am not going to study samples of over 60 people. I am not going to divide HR non-exempt employees by individual HR departments. Definition of terms
1. Perceived organizational support (POS)-employee perceptions in relation to organization.
2. Employee loyalty- trust and intent to maintain employment with the employer/organization
3. Valence- the emotional orientations people hold with respect to outcomes (rewards)
4. Expectancy- Employees have different levels of expectations and levels of confidence about what they are capable of doing.
5. Instrumentality-A person’s belief that a particular outcome is contingent on accomplishing a specific level of performance.
LITERATURE REVIEW
With the general knowledge of the importance
Employees develop a general perception concerning the extent to which the organization values their contributions and cares about their well-being. Employees would view the treatment received from their organization as an indication that it favors or disfavors them (Stinglhamber, Vandenberghe). The role of Perceived Organizational Support and Supportive Human Resource Practices of hourly (non-exempt) retail HR employees may be related to low employee satisfaction and loyalty. The inferences of this study for HR practice leaders and their organizations are significant because a lack of perceived organizational support, may lead to poor employee satisfaction and loyalty, thereby adding costly affects of negative employee morale and turnover.
Employee turnover represents a practical problem to an organization in terms of loss of talent and additional recruitment and training cost. Only a few studies have explored the effects on intention to leave (i.e. Daily & Kirk 1992) . Therefore, the underlying process through with organizational perception leads to employee turnover remain largely unknown. I am not going to consider gender, age or race in this study. I am not going to consider individual employee titles. I am not going to study samples of over 60 people. I am not going to divide HR non-exempt employees by individual HR departments. Definition of terms
1. Perceived organizational support (POS)-employee perceptions in relation to organization.
2. Employee loyalty- trust and intent to maintain employment with the employer/organization
3. Valence- the emotional orientations people hold with respect to outcomes (rewards)
4. Expectancy- Employees have different levels of expectations and levels of confidence about what they are capable of doing.
5. Instrumentality-A person’s belief that a particular outcome is contingent on accomplishing a specific level of performance.
LITERATURE REVIEW
With the general knowledge of the importance
References: Andrews, M. C., & Kacmar, K. M. (2001). Discriminating among organizational politics, justice, and support. Aselage, J., & Eisenberger, R Shaver, J.M. (2005) Testing for Mediating Variables in Management Research: Concerns, Implications, and Alternative Strategies Shore, Allen D