Organizational-level perceived support enhances organizational profitability

Psychosocial safety climate as a predictor of work engagement, creativity, innovation, and work performance: A case study of software engineers

Introduction

Creativity is vital for competitive advantage within technological environments facing the fourth industrial revolution. However, existing research on creativity has rarely addressed how a climate beneficial for worker psychological health, a psychosocial safety climate (PSC), could additionally stimulate the growth of workplace creativity, innovation, and performance in digital environments.

Method

To examine how individually perceived PSC influences subsequent work engagement promoting higher levels of computer-based radical and incremental creativity, innovation, and work performance, employees in a software engineering firm (N = 29, 86 observations) completed a weekly questionnaire for 4 consecutive weeks.

Results

At the between-person level PSC was positively related to average future weekly individual fluctuations of creativity (radical and incremental), work engagement, and job performance. Additionally weekly work engagement was related to future creativity (radical and incremental). Work engagement also mediated the between-person relationship between PSC and future creativity (both radical and incremental). PSC did not predict innovation.

Discussion

This study contributes to the theory on PSC, creativity, and work performance by elucidating the individual perceived PSC-creativity relationship and suggesting PSC systems as meaningful antecedents to digital work performance.

Social Distancing Initiatives and Perceived Organizational Support: It’s the Intended Beneficiary That Counts

Leveraging data on organizational social distancing initiatives (SDIs) this paper examines the link between SDI implementation and perceived organizational support (POS). The paper discusses and tests the intended beneficiary heuristic to help explain why and when employment practices may induce POS. We suggest that SDIs, involving various ways to separate employees to keep them safe, have the important secondary benefit of increasing employees’ perception that the organization cares about their well-being and values their contributions. Using the intended beneficiary heuristic we argue that such favorable treatment as SDIs relates positively to POS most when employees attribute their implementation to the organization’s concern for the welfare of employees. Results of two studies, a cross-sectional study with 121 employees in the United States and a longitudinal study with 103 employees in South Korea, indicate that SDIs were positively associated with employees’ POS, which in turn improved their job satisfaction (Studies 1 and 2), affective organizational commitment, and organizational citizenship behavior (Study 2). The results also show that these relationships were stronger when employees perceived SDIs to be implemented to protect their welfare rather than as a means of protecting the organization.