Timesizing proximity and perceived organizational support

• Autor(a) principal: Neves, Pedro
• Data de Publicação: 2018
• Outros Autores: Mesdaghinia, Salar, Eisenberger, Robert, Wickham, Robert E.
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• DOI: 10.1080/14697017.2017.1394351
• Texto Completo: https://doi.org/10.1080/14697017.2017.1394351
• topic: Commitment to change; Perceived organizational support; Stress; Timesizing; Strategy and Management

Timesizing, i.e. reduced work hours, has emerged as a less problematic alternative to layoffs. However, timesizing carries problems in terms of employee stress, attitudes, and performance. Based on the transactional theory of stress and the job demands-resources model, the authors proposed that timesizing proximity and perceived organizational support (POS) interactively predict employee stress appraisal and its outcomes. Through a field quasi-experiment involving 251 employees and their supervisors in a social service agency that was undergoing timesizing, the study found that higher POS minimized the effect of timesizing proximity on employees’ stress appraisal. In turn, stress appraisal was related to a number of cross-sectionally assessed outcomes including emotional exhaustion, reduced affective commitment to change, and reduced extra-role performance. These results highlight POS as a key organizational resource that lessens the negative consequences of proximity to timesizing.