The Impact of Organizational Factors on Psychological Needs and Their Relations with Well-Being
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The purpose of the present research was to examine the relationships between perceived organizational support, perceptions of supervisor’s interpersonal style, psychological need satisfaction and need thwarting, and hedonic and eudaemonic well-being.
In Study 1 (n = 468), we tested a model in which workers’ perceived organizational support and their perceptions of their supervisor autonomy support independently predicted satisfaction of the workers’ needs for autonomy, competence, and relatedness, which in turn predicted aspects of hedonic and eudaemonic well-being. In Study 2 (n = 650), workers’ perceptions of supervisor controlling behaviors and need thwarting were added to the hypothesized model tested in Study 1. Scales of work satisfaction and positive affect were used to assess hedonic well-being, and a scale of psychological well-being was used to assess eudaemonic well-being.
Perceived organizational support and supervisors’ interpersonal style related to basic need satisfaction (Studies 1 and 2) and need thwarting (Study 2). In turn, need satisfaction predicted higher levels of hedonic and eudaemonic well-being, while need thwarting was negatively associated with hedonic and eudaemonic well-being.
The present results underscore the importance of understanding the mechanisms through which organizations and managers related to workers’ hedonic and eudaemonic well-being.
This is the first research to provide evidence for the mediating role of need satisfaction and need thwarting in the relationships between perceived organizational support, perceptions of supervisor’s interpersonal style, and hedonic and eudaemonic well-being. The present results were obtained in two samples of employees from various small to large companies.
KeywordsPerceived organizational support Interpersonal style Need satisfaction Need thwarting Hedonic and eudaemonic well-being
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