Effect of Perceived Organizational Support on Employee Creativity: Moderating Role of Job Stressors

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Abstract

Perceived organizational support is thought to enhance employee creativity, yet recent studies have indicated an inconsistent relationship between perceived organizational support and employee creativity. Drawing from social exchange theory, this study argued that the moderating effects of job stressors, including challenge and hindrance stressors, can explain this inconsistent relationship. Different types of job stressors may influence employees’ degree of identification of reciprocity norm, and thus strengthen or weaken the effect of perceived organizational support on employee creativity. Empirical data collected from 198 employees in 6 Korean companies were tested with the hierarchical regression method. The results showed that job stressors moderated the relationship between perceived organizational support and employee creativity, specifically, such a relationship was positive when challenge stressors were high or hindrance stressors were low. When challenge stressors were low or hindrance stressors were high, the effect of perceived organizational support on employee creativity became insignificant. Implications of the findings are discussed.

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