The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Behavioral Outcomes
Amanda Shantz, Kerstin Alfes, Gary P. Latham
Human Resource Management · 2016 · Volume 55 · Issue 1
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.
Keywords
work engagement, perceived organizational support, turnover intentions, deviant behavior
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