Zainiyah Alfirdaus

This study is based on the results of a survey research conducted by JobStreet Indonesia on its members, which has surprisingly found that more than 70% of employees lack clarity on the goals of their career. Drawing from the social exchange theory, employees tend to show positive work attitudes when they perceive that their organization paid attention to them. The objective of this study is to assess how significant the influence of Perceived Organizational Support (POS) is on career satisfaction, organizational commitment, and turnover intention. Besides organizational perspective, as stated by the social comparison theory, the way individuals perform both upward and downward comparisons could be expected to affect career satisfaction. Also, this research uses career commitment as a moderator variable that can strengthen or weaken the influence among variables, which is the employee’s commitment towards their organization and competitiveness within their respective work group. The research has found some interesting results. It was shown that there is no significant relationship between POS and career satisfaction, career satisfaction and turnover intention, organizational support and turnover intention, and both upward and downward social comparison and turnover intention. The moderating effects of career commitment were not proven. In comparison, all of the moderating effects of a competitive work group were proven together with the relationship between upward social comparison and turnover intention.

The present research aims to assess the influence of supervisor and colleague support on employee safety voice based on the social exchange theory and the effect of employee safety voice on employees’ satisfaction towards the organization. The data were collected from 302 bus drivers in Java, Indonesia. The data were then processed using a multiple regression analysis technique. The results indicate that supervisors have a significant negative effect on the action of voicing safety concerns by employees, while coworkers do not have any significant effect in relation to employees voicing their safety concerns. Furthermore, employee safety voice has also been found to have a significant negative effect on employee satisfaction towards their company.

In this study, the authors examined why employees engage in innovative behavior even though innovation is a risky behavior. Employees tend to engage in innovative behavior since they expect positive image gains. Besides, employees tend to avoid innovative behavior because it forfeits their image inside organization (expected image risks). Furthermore, the willingness to engage in innovative behavior depends on individual differences. Therefore, the authors tried to examine the role of individual differences, drawing from self-monitoring theory. The surprising findings were the quality of relationship between employees and their peers did not affect employee image risk and self-monitoring did not moderate the relationship between expected image gain and innovative work behavior.

Employees tend to engage in certain behavior, either good or deviant. Drawing from control theory, the employees’ behavior will be controlled as the organization can fulfill their needs. The ultimate objective of the study is to examine how Salesperson-Organization Fit will affect job stress and, in turn, salesperson deviant behavior. Besides, this study also examined how employees’ work meaningfulness moderates the relationship between job stress and workplace deviant behavior. This study employed hierarchical regression analysis and moderated regression analysis to test the hypotheses. Using 182 salespeople for both manufacturing and services companies, the results showed that Salesperson-Organization Fit negatively affects three types of deviant behavior: organizational deviance, interpersonal deviance, and frontline deviance. The results of this study also found a mixed result for job stress on deviant behavior. Job stress has a positive effect on organizational (β = 0.092; p < 0.1) and frontline deviance (β = 0.092; p < 0.05), while it has an insignificant effect on interpersonal deviance. Work meaningfulness only moderates the relationship between job stress and organizational deviance.

Acknowledgment
This work was supported by the Faculty of Economics and Business, Universitas Airlangga research grants.