Disentangling organizational support construct The role of different sources of support to newcomers' training transfer and organizational commitment

Purpose - This paper aims to explore the differential role that organizational support (perceived organizational support (POS)), supervisory support (perceived supervisory support (PSS)) and colleague support (perceived colleague support (PCS)) - as perceived by newcomers - play in the transfer of the latter's training as well as the development of affective and normative commitment towards their work organization. Design/methodology/approach - Using a sample of 251 new hires, a series of regression analyses was conducted to test direct and moderating effects. Findings - Findings showed that all three forms of organizational support examined had independent and direct effects on the dependent variables. Only perceived peer support did not add incrementally to the prediction of normative commitment when the other two support sources entered the equation. Further, the results supported the role of POS as a moderator in the supervisor support-training transfer relationship as well as its role as a moderator in the colleague support-affective commitment relationship. Specifically, high POS was found to strengthen the PSS-training transfer and PCS-affective commitment relationships, while low POS weakened these relationships. Research limitations/implications - Since data are based on self-reports, common method bias may have inflated the relationships among the variables. The paper contributes to both research and practice by providing support for the distinction between the three forms of organizational support. Practical implications The paper contributes to both research and practice by providing support for the distinction between the three forms of organizational support. Originality/value - This investigation extends previous research by demonstrating the existence of the moderating effect of POS on the relationship between PSS and newcomers' training transfer, and between PCS and newcomers' development of affective commitment towards their work organization.