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Stressors and Social Resources at Work: Examining the Buffering Effects of LMX, POS, and Their Interaction on Employee Attitudes

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Abstract

Numerous advancements have been made regarding how aspects of job roles and organizational environments affect work attitudes. However, less attention has been devoted to factors that might buffer attitudes against the adverse effects of job and organizational stressors. Grounded in the Buffering Hypothesis, we tested focus-matched hypotheses that considered the moderating roles of two workplace social resources—leader–member exchange (LMX) and perceived organizational support (POS)—in the relations between job and organizational stressors and job satisfaction and organizational commitment. Using multi-wave data from a sample of financial services employees (n = 1921), we found that independently, LMX did not buffer against the negative effects of job stressors (i.e., role ambiguity and role conflict) on employee attitudes, nor did POS buffer against the effects of organizational stressors (i.e., low communication and ethical climates). Rather, only in conjunction did high LMX and POS jointly reduce the negative effects of job stressors on organizational commitment. When examining the three-way interactions among job stressors, LMX, and POS, POS was significantly more influential in buffering organizational commitment than was LMX, although there were interesting nuances to these effects. In particular, role ambiguity affected commitment most negatively when either LMX or POS (but not both) was lacking, whereas role conflict did not appreciably impair commitment when POS was high, even if LMX was low. We discuss the theoretical and practical implications of our result patterns.

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Notes

  1. Testing our model both with and without covariates resulted in roughly identical results, with no substantive changes to our three-way interaction conclusions.

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Authors and Affiliations

  1. Department of Management and Entrepreneurship, School of Business, Virginia Commonwealth University, Richmond, VA, USA

    Andra Serban, Frank A. Bosco & Christopher S. Reina

  2. Department of Management, College of Business, University of Central Florida, Orlando, FL, USA

    Alex L. Rubenstein

  3. Department of Management Information Systems, College of Business, East Carolina University, Greenville, NC, USA

    Leah K. Grubb

  4. Department of Management, Bryan School of Business and Economics, University of North Carolina at Greensboro, Greensboro, NC, USA

    Leah K. Grubb

  5. School of Business, Virginia Commonwealth University, Snead Hall, Room B4111, 301 W. Main Street, Richmond, VA, 23284-4000, USA

    Andra Serban

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Correspondence to Andra Serban.

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Ethical approval was waived by the IRB at University of Memphis (IRB ID: #PRO-FY2018-631) in view of the retrospective nature of the study and all the procedures being performed were part of a routine yearly company survey.

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Appendix

Data Transparency Appendix

The data reported in this manuscript were collected as part of a larger data collection effort. Findings from the data collection have been reported in a published manuscript and another manuscript is currently in preparation. The table below displays where each variable appears in each study, as well as the current status of each study. As shown in the table, organizational tenure is used in all three studies as a control (i.e., non-focal) variable. Employee gender is also used as a control variable in MS 2 and 3. None of the other variables currently overlap across the studies.

 

MS 1

(STATUS = in press)

MS 2

(STATUS = current)

MS 3

(STATUS = in preparation)

Role ambiguity

 

X

 

Communication climate

 

X

 

Internal ethical environment

 

X

 

Perceived organizational support

 

X

 

Leader–member exchange

 

X

 

Overall job satisfaction

 

X

 

Organizational commitment

 

X

 

Employee gender

 

X

X

Distributive justice

X

  

Procedural justice

X

  

Helping behavior

X

  

Voluntary turnover

X

  

Organizational tenure

X

X

X

Job autonomy

  

X

Work-family conflict

  

X

Employee age

  

X

Employee compensation

  

X

  1. MS manuscript

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Serban, A., Rubenstein, A.L., Bosco, F.A. et al. Stressors and Social Resources at Work: Examining the Buffering Effects of LMX, POS, and Their Interaction on Employee Attitudes. J Bus Psychol 37, 717–734 (2022). https://doi.org/10.1007/s10869-021-09774-z

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  • DOI: https://doi.org/10.1007/s10869-021-09774-z

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