Data was collected from employees working in the hospitality industry in Ho Chi Findings - The results reveal the effect of Ethical Leadership, TransformationalLeadership on Perceived St
INTRODUCTION
Background
Perceived Organizational Support (POS) is a crucial concept in organizational psychology, particularly relevant in today's work environment Recent research has focused on how ethical and transformational leadership shape employee perceptions of support The COVID-19 pandemic has presented unique challenges, such as remote work and increased reliance on technology, emphasizing the need for strong organizational support to enhance employee resilience and commitment As the workplace evolves, it is essential to expand our understanding of POS to meet new challenges and seize emerging opportunities.
The concept of Perceived Organizational Support (POS) originated from the foundational research by Eisenberger et al (1986) and is central to Organizational Support Theory (OST) POS reflects employees' beliefs about how much their organization values their contributions and prioritizes their well-being (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002) It is characterized by employees' perception of the recognition and appreciation they receive from their organizations for their involvement (Simosi, 2012; Krishnan and Mary, 2012).
Previous research has identified several key factors influencing the development of perceived organizational support (POS), including supervisor support, organizational justice, and transformational leadership However, Tan et al (2019) highlight a gap in studies examining the impact of ethical leadership on POS Additionally, the relationship between transformational leadership and POS remains unclear, as existing studies have not reached conclusive results This ambiguity may be attributed to the nature of transformational leadership, which is often seen as a reflection of employees' satisfaction with their leaders.
Extensive research has demonstrated a significant relationship between Perceived Organizational Support (POS) and key dependent variables such as Turnover Intention, Perceived Stress, and Happiness Higher levels of POS correlate with reduced Turnover Intention, suggesting that employees who feel more supported are more likely to stay committed to their organization Additionally, POS is negatively associated with Perceived Stress, indicating that employees who perceive organizational support experience lower stress levels Furthermore, POS positively influences Happiness, as employees who feel supported report greater well-being and job satisfaction These findings highlight the importance of fostering a supportive organizational culture to enhance employee well-being, reduce turnover intentions, and improve overall happiness However, research on these relationships remains limited, particularly in developing countries like Vietnam.
The authors conducted research on "The Influence of Leadership Styles on Perceived Organizational Support and Its Impact on Turnover Intention, Perceived Stress, and Happiness" to explore how different leadership styles affect perceived organizational support among employees This study focuses on the hospitality industry in Ho Chi Minh City, Vietnam, a dynamic environment for young professionals, aiming to clarify the relationship between leadership and employee outcomes.
Research objectives
• Firstly, this paper analyzes and evaluates the impact of leadership styles on perceived organizational support.
• Secondly, it demonstrates how perceived organizational support affects employee’s turnover intention, perceived stress and happiness.
• Finally, it discusses the role of perceived organizational support for employees in the hospitality industry in Ho Chi Minh City.
Research questions
• What types of leadership influence perceived organizational support?
• How do those leadership styles impact on perceived organizational support?
• How does perceived organizational support affect employee's turnover intention, perceived stress and happiness?
Research scope
This study primarily measures the effects of the variables that influence Job Stress The study also examines and assesses the impact of Job Stress on employee performance at work.
The scope of the research is Ho Chi Minh City, where hospitality industry is a vital and thriving sector, plays a significant role in the city's economy.
The research was carried out from October 2023 to February 2024.
This study utilizes quantitative research methods and various techniques to address a significant research gap identified through a comprehensive literature review A new theoretical research model is proposed for investigation, with data collected via a Google Form questionnaire using a convenient sampling approach The analysis of the collected data is conducted through Partial Least Squares Structural Equation Modeling (PLS-SEM) to evaluate the scale and model effectively.
The target population of the study is employees working in the hospitality industry in Ho Chi Minh City.
Structure of the study
There are five chapters in this study, each with a summary below:
Chapter 1: The first chapter of this research provides an overview of the research context, emphasizing the importance of perceived organizational support in the current period It reviews previous studies and acknowledges their limitations, which serve as the basis for conducting further research The chapter introduces the research topic, objectives, questions, and scope, establishing a foundation for the subsequent chapters and providing a clear understanding of the research's purpose and focus Additionally, it addresses the contemporary work environment, particularly the challenges faced by employees in the aftermath of the COVID-19 pandemic.
Chapter 2: This chapter introduces the concept of perceived organizational support and provides an overview of relevant theories The authors also identify a research gap and highlight the need for further investigation They propose a research model and hypotheses that will be tested in the study.
Chapter 3: This chapter discusses the research process and methodology employed in the study It includes information on the use of questionnaires, measurement scales, sampling methods, and data collection and analysis techniques.
Chapter 4: The results from PLS-SEM analysis are presented in this chapter.
Chapter 5: This chapter contains research conclusions, limitations, implications and suggestions for further research.
LITERATURE REVIEW
Summary of prior research
Perceived organizational support (POS) refers to employees' perceptions of the support they receive from their organizations and has been widely researched in various contexts Beyond merely identifying the factors that influence POS, studies have explored the conditions and environments that shape it, highlighting its reciprocal effects on different organizational aspects This interdependent relationship emphasizes the vital role of POS in organizations, solidifying its importance as a significant topic of research.
Recent studies highlight the growing interest in how positive and emotional leadership styles among civil servants impact employees' perceived organizational support (POS) Research by Luen Peng Tan et al (2019) reveals that ethical leadership significantly enhances POS, indicating that when academics feel they are treated ethically by their leaders, their perception of organizational support improves.
Recent research has highlighted the significant role of environmental, cultural, and human factors on perceived organizational support (POS) Studies by Suifan et al (2018) and Kao et al (2023) demonstrate that transformational leadership positively influences employees' perception of POS and enhances their creativity This positive perception subsequently increases employees' motivation to volunteer and promotes higher levels of organizational citizenship behavior (OCB).
Research has shown that perceived organizational support (POS) significantly impacts various organizational factors A study by Yilmaz Akgunduz et al (2023), which analyzed 362 valid questionnaires from employees at a 5-star resort hotel in Turkey using Covariance-Based Structural Equation Modeling (CB-SEM), found a positive correlation between POS and employee happiness and job dedication Additionally, the study identified a negative relationship between job stress and employee happiness, while job stress was positively related to job dedication These findings contribute to the limited literature on the subject and provide valuable insights for hotel managers in Turkey, highlighting potential implications for strategic improvements.
Research by Lorreine Ladao et al (2022), Supi et al (2023), and Ing-Chung Huang et al (2021) highlights that perceived organizational support (POS) negatively affects employees' intention to leave their jobs Ing-Chung Huang et al (2021) specifically examine the role of leader-member exchange (LMX) on turnover intention and presenteeism, finding that POS mediates the relationship between LMX and turnover intention in the semiconductor industry Additionally, Lorreine Ladao et al (2022) explore how authentic leadership impacts turnover intention, with POS serving as a mediator Their findings indicate a significant negative correlation between authentic leadership and turnover intention, alongside a positive relationship between authentic leadership and POS, confirming that POS mediates the negative relationship between authentic leadership and turnover intention.
Research by Basak Canboy et al (2023) reveals the detrimental effects of perceived organizational support (POS) on workplace dynamics, based on path analyses of 1,111 employees in France Their study emphasizes the importance of POS in enhancing positive work attitudes and mitigating workplace stress The findings indicate that work meaningfulness affects perceived stress levels, with work engagement serving as a mediator between these factors Consequently, organizations are encouraged to prioritize the development of a supportive work environment that addresses employee needs to foster positive attitudes and reduce stress.
Underpinning theories
Social exchange theory is a psychological framework that explains social behavior through the principles of exchange and reciprocity It suggests that individuals participate in social interactions expecting to gain benefits and rewards while minimizing costs and negative outcomes According to this theory, people evaluate the perceived benefits and costs of their relationships and make decisions based on the overall balance between these factors.
Social exchange theory posits that relationships are formed based on a balance of benefits and costs Benefits may encompass emotional support, companionship, resources, information, and various forms of assistance Conversely, costs can include time, effort, financial investments, emotional stress, and necessary compromises.
1959) Individuals strive to maximize their rewards and minimize their costs in social relationships, which influences their decision to engage in and maintain these relationships.
Social exchange theory emphasizes the importance of fairness and equity in social relationships, where individuals evaluate the balance between the benefits they receive and the contributions they make (Adams, 1965) This perception of fairness is essential in influencing whether a social association continues or ends.
Perceived Organizational Support (POS) Theory posits that when employees feel genuinely supported by their organization, they experience enhanced job satisfaction, commitment, and a greater intention to remain with the company This sense of support fosters positive attitudes that result in beneficial outcomes, including improved job performance, reduced turnover intentions, and increased organizational citizenship behavior.
According to POS Theory, employees develop their perceptions of organizational support through various factors, such as policies, procedures, and practices that reflect the organization's concern for their well-being Key elements influencing this perception include fair compensation, opportunities for professional growth and development, supportive leadership, and a positive work environment.
POS Theory indicates that employees who feel valued and supported by their organization are more likely to demonstrate increased commitment and dedication to their work This theory highlights the significance of cultivating a positive work environment and showcasing organizational support to enhance employee well-being, satisfaction, and overall performance.
The research publications referenced and summarized focus primarily on the variable of Job Stress, which is the central theme of our study Further details regarding these papers can be found in the Summary of Prior Research table below.
Table 2.1 Empirical result summary of prior research
OCB HI: (Sp) Ethical Leadership -> (+) Perceived
Hl: (Sp) Transformational leadership -> (+) employees' creativity (P = 0.578, p < 0.001)
AlJanini support theory Support H2: (Sp) Transformational leadership -> ( + ) perceived organizational support (p = 0.569, p < 0.001)
Hl: (Sp) Authentic leadership -> (-) turnover intentions (P = -0.41 p < 0.01)
H2: (Sp) Authentic leadership -> (+) perceived organizational support (P = 0.64, p
H3: (Sp) Perceived organizational support -> (-) turnover intentions, (p = -0.21 p < 0.01)
Hl: (Sp) Perceived organizational support -> (+) organizational citizenship behavior, (p = 0.241, p< 0.05)
Organizational climate behavior H4: (Sp) Transformational leadership -> ( + )
Hl: (Not Sp) Talent management -> (+) turnover intention (p = 0.045 p = 670)
Puspaningm m theory. equity theory. organizational support theory
H2: (Sp) Talent management practices -> (+) perceived distributive justice (p = 0.791 p < 0.001)
113: (Sp) Perceived distributive justice -> (-) turnover intention, (p =-0.289 p < 0.001)
H5: (Sp) Talent management practices -> (+) perceived organizational support (p = 0.882 p< 0.001)
H6: (Sp) Perceived organizational support -> (-) turnover intention, (p = -0.271 p < 0.05)
Conservation of Resources Theory (COR)
Job dedication Happiness H2 (Sp) POS -> (’) employees' happiness,
Descriptions of constructs
Ethical leadership prioritizes integrity, fairness, transparency, and accountability, positioning leaders as moral role models for their followers (Trevino et al., 2003) By upholding ethical principles and standards, these leaders foster an ethical climate within organizations, promoting positive behaviors and decision-making (Brown, Trevino, & Harrison, 2005).
Transformational leadership is a dynamic approach that inspires and motivates followers to achieve exceptional performance and personal growth Leaders in this style effectively communicate a compelling vision, generating enthusiasm and encouraging creative thinking among their team members By challenging assumptions and pursuing innovative solutions, transformational leaders foster a culture of learning and development This leadership style is linked to positive outcomes, including increased employee satisfaction, engagement, and performance, while also promoting a collaborative and innovative organizational culture centered around a shared sense of purpose.
Perceived Organizational Support (POS) is the extent to which employees feel appreciated and supported by their organization regarding their contributions and well-being It reflects their subjective assessment of how well the organization recognizes their efforts and provides necessary resources When employees experience high POS, they feel valued and respected, which enhances their job satisfaction and commitment This perception fosters a belief that the organization genuinely cares for their growth and well-being Research indicates that increased POS correlates with higher job satisfaction, greater commitment, positive workplace behaviors, and lower turnover intentions.
Turnover intention describes an employee's desire to voluntarily leave their job, reflecting their consideration of seeking new employment opportunities This inclination is shaped by several factors, such as job satisfaction, commitment to the organization, perceived job alternatives, and the overall work environment (Hom & Griffeth, 1995).
Perceived stress is an individual's subjective assessment of the stress they feel in their lives, shaped by their interpretation of the demands they face in work, relationships, and personal situations This concept is influenced by both external stressors and internal evaluation processes, as highlighted by Lazarus and Folkman (1984).
Happiness is a positive emotional state marked by joy, contentment, and life satisfaction, reflecting overall well-being and fulfillment It is influenced by various factors such as individual temperament, life circumstances, social relationships, and personal values.
Hypothesis development and proposed research model
The connection between ethical leadership and perceived organizational support (POS) is an important area of research This study posits that ethical leadership significantly enhances POS, drawing on the principles of social exchange theory (SET).
SET emphasizes a mutual relationship between superiors and employees founded on trust and fairness When employees experience ethical treatment characterized by honesty, fairness, and care, they are likely to develop trust and respond with positive behaviors This ethical treatment contributes to a favorable work experience, thereby enhancing perceived organizational support (POS).
POS includes socioemotional aspects such as caring, approval, and respect, which enhance organizational identification These elements are essential resources that motivate employees when organizations meet their needs.
Ethical leaders influence employee behavior positively by utilizing legitimate and reward power, fostering a fair and just work environment (Tyler, 1986) Employees tend to feel happiness and optimism when their rights are respected and their concerns are acknowledged (Avey et al., 2012; Brown and Mitchell, 2010) In contrast, unethical leaders generate negative emotions such as anger and worry by failing to address misconduct or provide clear expectations (Avey et al., 2012; Brown and Mitchell, 2010) This study proposes a hypothesis based on these findings.
Hl Ethical leadership is positively related to POS.
Research highlights a strong link between transformational leadership and perceived organizational support (POS), as demonstrated by studies from Mittal & Dhar (2015), Herrmann & Felfe (2014), and Hu et al (2013) According to Perceived Organizational Support Theory, when leaders exhibit supportive behaviors—such as mentoring and addressing individual needs—they enhance employees' perceptions of being valued by the organization Transformational leaders serve as key representatives, fostering an environment that signals support and appreciation, which in turn cultivates a positive organizational climate This supportive atmosphere not only benefits the leader-follower relationship but also creates a widespread impact throughout the organization, resulting in increased levels of POS.
Transformational leaders build a positive work environment by trusting their followers' abilities, setting high expectations, and promoting innovative problem-solving This alignment between leadership behavior and organizational values enhances employee belonging and commitment, thereby strengthening the connection between transformational leadership and Psychological Ownership Support (POS).
As a result, the second hypothesis was proposed:
H2 Transformational leadership is positively related to POS.
Numerous studies have explored the impact of perceived organizational support (POS) on employees' intentions to leave their jobs According to Organizational Support Theory, creating a positive and supportive workplace leads to favorable results, such as decreased turnover rates (Eisenberger & Stinglhamber, 2011).
Eisenberger et al., 2016) This theory is echoed in a multitude of studies Riggle et al
Research consistently demonstrates that perceived organizational support (POS) significantly enhances job satisfaction and organizational commitment while reducing turnover intentions (TI) Studies by 2009, Wang & Wang (2020), and others reveal a strong negative correlation between POS and burnout, emphasizing its role in lowering TI among employees Structural equation modeling by Dawley et al (2010), Alfisyahri et al (2017), and Takaya & Ramli (2020) further supports POS as a key predictor of reduced TI Additionally, findings from Lew (2009) and Perryer et al (2010) indicate that employees who perceive higher organizational support are less likely to leave their jobs Overall, the evidence underscores the importance of POS in creating a supportive work environment, which not only alleviates employee burnout and dissatisfaction but also minimizes turnover-related costs for organizations.
H3 POS is negatively related to turnover intention.
Research has consistently shown that social support, particularly Perceived Organizational Support (POS), plays a significant role in reducing work-related stress and enhancing employee well-being For instance, Ganster et al (1986) indicated that social support could modestly alleviate work stress, while Jawahar et al (2007) found that higher levels of POS were associated with lower emotional exhaustion and depersonalization, effectively moderating the adverse effects of role conflict Similarly, Byrne and Hochwarter (2006) noted that employees experiencing chronic pain performed better when they had high POS, demonstrating a buffering effect Furthermore, Ilies et al (2010) revealed that high POS diminished the negative impact of workload on affective distress and blood pressure These findings lead us to propose a hypothesis regarding the beneficial effects of POS on employee stress management and overall well-being.
H4 POS is negatively related to perceived stress
Organizational support significantly enhances employee emotions, resulting in increased job satisfaction, dedication, and a propensity to advocate for the company, which ultimately contributes to overall happiness (Joo and Lee, 2017) A positive work environment, bolstered by perceived organizational support (POS), elevates employee motivation and enjoyment, thereby fostering greater happiness (Kosasih and Basil, 2019) This indicates that POS may serve as a predictor of employee happiness, leading to the following hypothesis.
H5 POS is positively related to employees’ happiness.
Hl EL => POS (+) Tan et al., (2019) Supported, p = 0.45, P-value < 0.001
TL => POS (+) Suifan et al., (2018) Supported, p = 0.569, P-value < 0.001
Kao et al., (2023) Supported, p = 0.179, P-value < 0.05
Ladao et al., (2022) Supported, p = -0.41, P-value < 0.01
Supi el al., (2023) Supported, p = -0.271, P-value < 0.05
Huang et al., (2021) Supported, p = -0.52, P-value < 0.001
H4 POS => PS (-) Canboy et al., (2023) Supported, p= -0.221, P-value < 0.001
H5 POS => HP (+) Dodanwala el al.,
Based on the theoretical underpinnings offered and the aforementioned hypotheses, we proposed the following research model:
PROPOSED RESEARCH METHODOLOGY
Research Process
2nd stage: Checking data and Pilot study
- Ensure the number of survey forms meets the required number.
- Eliminate forms that are errored or of poor quality.
Measuring Item
This paper aims to empirically investigate the connections within the conceptual framework through quantitative analysis It will outline the specific aspects of the author's empirical research, such as variable measurement techniques, data collection methods, and data analysis processes To gather empirical data, a questionnaire was developed by integrating scales from prior research, featuring closed-ended questions utilizing a 7-point Likert scale, where 1 indicates "strongly disagree" and 7 signifies "strongly agree" for all items.
Ethical leadership was assessed using a fifteen-item scale created by Yuki et al., (2012).
ELI: Shows a strong concern for ethical and moral values.
EL2: Communicates clear ethical standards for members.
EL3: Sets an example of ethical behavior in his/her decisions and actions.
EL4: Is honest and can be trusted to tell the truth.
EL5: Keeps his/her actions consistent with his/her stated values (“walks the talk”).
EL6: Is fair and unbiased when assigning tasks to members.
EL7: Can be trusted to carry out promises and commitments.
EL8: Insists on doing what is fair and ethical even when it is not easy.
EL9: Acknowledges mistakes and takes responsibility for them.
ELIO: Regards honesty and integrity as important personal values.
ELI 1: Sets an example of dedication and self-sacrifice for the organization.
ELI2: Opposes the use of unethical practices to increase performance.
EL 13: Is fair and objective when evaluating member performance and providing rewards.
EL 14: Puts the needs of others above his/her own self interest.
EL 15: Holds members accountable for using ethical practices in their work.
A eleven-item scale modified by Kirkbride et al., (2006) is used to measure this construct.
TLI: My leader has demonstrated unusual competence.
TL2: My leader celebrates our achievement.
TL3: My leader addresses crises “head on”
TL4: My leader uses his power for positive gain
TL5: My leader presents an optimistic and attainable view of the future
TL6: My leader molds expectation and shapes meaning
TL7: My leader creates a sense of priorities and purpose
TL8: My leader encourages us to re-examine assumptions
TL9: My leader is willing to put forth or entertain seemingly foolish ideas
TL10: My leader is an active listener
TLI1: My leader promotes self-development
This study adopted a six-item scale by Suifan et al., (2018) to measure perceived organizational support.
POS1: Procedural justice is applied consistently
POS2: Procedural justice is free of bias
POS3: Procedural justice is based on accurate performance
POS4: My supervisor cares about my opinion
POS5: My supervisor really cares about my well-being
POS6: My supervisor strongly considers my goals and values
To measure this construct, the study adapted a four-item scale by Huang et al., (2021). Til: “Starting from months ago, I think about quitting my current job”
TI2: “I would look for jobs at other companies, recently”
TI3: “I will look for a job outside of this organization during the next couples of months”
TI4: “How often do you think about quitting your job at this organization”
The fourteen-item scale developed by Canboy et al., (2023) was used to assess perceived stress.
PSI: In the last month, how often have you felt anxious about something that happened unexpectedly?
PS2: In the last month, how often have you felt unable to control the important things in your life?
PS3: In the last month, how often have you felt nervous and stressed?
PS4: In the last month, how often have you felt that you dealt successfully with day-to day problems and annoyances?
PS5: In the last month, how often have you felt that you were effectively coping with important changes that were occurring in your life?
PS6: In the last month, how often have you felt confident about your ability to handle your personal problems?
PS7: In the last month, how often have you felt like things were going your way?
PS8: In the last month, how often have you felt like you could not cope with all the things that you had to do?
PS9: In the last month, how often have you dealt with irritating life hassles?
PS 10: In the last month, how often have you felt like you were on top of things?
PS 11: In the last month, how often have you felt worried about things that you have to accomplish?
PS 12: In the last month, how often have you been able to control the way you spend your time?
PS 13: In the last month, how often have you felt difficulties piling up so high that you cannot overcome them ?
PS 14: In the last month, how often have you been angered because of things that were beyond your control?
This four-item scale was used by Chia et al., (2016) as a method for measuring employee happiness.
HPI: In general I consider myself to be happy.
HP2: Compared to most of my peers, I consider myself to be happy.
HP3: Some people are generally happy; enjoying life regardless of what is going on, getting the most out of everything.
HP4: Some people are generally not very happy Although they are not depressed they never seem as happy as they might be.
Data collection
The study utilized a survey method while preserving the context of the original research questions To ensure accessibility for Vietnamese participants, the survey was translated into Vietnamese and conducted online, offering a convenient and cost-effective solution for respondents.
The survey targeted white-collar workers in the hospitality industry in Ho Chi Minh City, initially gathering 306 responses After careful filtering, 86 inappropriate responses were excluded, leading to a final sample size of 320 suitable responses This sample size is adequate for SEM processing, as per Hair et al (2014), given the inclusion of 50 items in the survey.
The research team implemented essential adjustments to ensure that all responses consistently matched the components of the research model, aiming to achieve the most objective and reliable results for the study.
Data analysis method
This study employs a quantitative approach to effectively meet its research objectives, utilizing Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS4 for rigorous hypothesis testing PLS-SEM is particularly advantageous for research involving non-normal data, small sample sizes, or intricate theoretical frameworks, as it does not require strict distributional assumptions Its ability to manage skewed, categorical, or ordinal data enhances its adaptability across various research scenarios Furthermore, PLS-SEM excels in unraveling complex models with multiple variables and relationships, making it an optimal choice for investigating sophisticated theories.
To ensure the accuracy and stability of the measurement model, rigorous criteria were applied to the indicators:
• Indicator outer loadings should exceed 0.7.
• The minimum acceptable value for Cronbach's alpha is 0.7.
• The average variance extracted (AVE) should be greater than 0.5.
• The model's variance inflation factor (VIF) should be 3 or less.
To enhance the reliability of the study's findings, a bootstrapping procedure was utilized, generating 5,000 samples for analysis This rigorous method ensured accurate PLS estimates and provided a comprehensive assessment of the estimated parameters.
FINDINGS
Descriptive statistics
No Characteristics Category Frequency Percentage
The study utilized a cross-sectional research design and an online survey to gather empirical data, ensuring quality by screening for unengaged participants and systematic responses Ultimately, 320 valid responses were included in the analysis, with Table 4.1 detailing the sample's background characteristics.
Measurement model assessment
The reliability of the variables was assessed using Cronbach's Alpha and Composite Reliability (CR), with a recommendation to keep items that have outer loadings exceeding 0.708 (Hair et al., 2019) As a result, several variables, including ELI 1, EL12, EL15, EL6, PSI, PS14, PS2, PS4, PS5, PS7, PS8, TL10, TL11, TL6, and TL9, did not meet this criterion and were excluded from the analysis.
Table 4.1.1 displays the tested results, indicating that all Cronbach’s Alpha values and Composite Reliability (CR) scores exceed the recommended threshold of 0.708, while the Average Variance Extracted (AVE) values are all above 0.500.
Construct Indicator Cronbach ’ s a rho_A CR Outer
PS 13 HP1 HP2 HP3 HP4
Table 4.2 Loadings, AVE, and reliability results.
A validity test aims to assess the accuracy of study findings by ensuring that the measurement effectively targets the study object This process includes both convergence validity and discriminant validity, which are essential components of the overall validity assessment.
Evaluating the reliability of a measurement model includes assessing Cronbach’s alpha and composite reliability (CR) to determine internal consistency Hair et al (2019) suggest that for confirmatory research, values between 0.7 and 0.9 are deemed satisfactory for both metrics The results presented in Table 4.1.1 show that the HP construct has a Cronbach’s alpha of 0.774 and a CR of 0.777, indicating the lowest internal consistency reliability, while the TL construct scores higher with a Cronbach’s alpha of 0.901 and a CR of 0.903 Importantly, all constructs exceed the 0.70 threshold, confirming that the measurement model's reliability is acceptable.
Convergent validity is assessed by examining the outer loadings of variables alongside their average variance extracted (AVE) values, which should exceed 0.5 to be considered acceptable (Hair et al., 2019) This threshold indicates that the construct accounts for 50 percent or more of the variance in its items In this study, all constructs achieved AVE values above the minimum requirement, ranging from 0.598 for EL to 0.688 for TI Therefore, the measurement of all constructs confirms a satisfactory level of convergent validity.
This study investigates the effectiveness of the Heterotrait-Monotrait (HTMT) criterion as a new method for assessing discriminant validity in variance-based structural equation modeling (SEM) The HTMT criterion is considered more reliable than previous methods, as it not only detects the absence of discriminant validity but also measures it Most HTMT values for the constructs are below 0.85, confirming established discriminant validity Although a few values slightly exceed 0.85, these discrepancies are not statistically significant Additionally, all constructs show valid results in other validity tests, leading to the retention of all values for further analysis.
EL HP POS PS TI TL
Assessment of structural model
We examined the structural model using established assessment criteria, including multicollinearily, the coefficient of determination adjusted R2, effect size f2, and the statistical significance and relevance of the path coefficients.
Multicollinearity occurs when independent variables exhibit a strong correlation, complicating the differentiation and interpretation of variables in regression models This issue can lead to similar information being presented, hindering model adjustment To assess multicollinearity, the variance inflation factor (VIF) is utilized, with a threshold of less than 3 indicating the absence of multicollinearity in PLS SEM analysis.
The fact that all VIFs of the constructs in table 4.4 are less than 3 shows that multicollinearity between independent variables does not affect the value of the research hypothesis.
Table 4.4 Collinearity Statistic (VIF) results.
R-squared is a commonly used metric to evaluate the goodness of fit of a linear model This function does not decrease as the number of independent variables in the model increases, so the more independent variables we include in the equation, the higher the R-squared index will be The significance of the adjusted R-squared (R2) coefficient of determination is a bit different, because when we add additional independent variables to the regression model, it is not necessary to increase the R- squarcd Conclusion, the modified R-squarcd is more commonly used, as this number more accurately represents the fit of the regression model According to research by Hair el al., (2014), the minimum level of the coefficient of determination for each individual must be greater than the lowest standard value of 0.10 (10%) In Table 4.5, the adjusted R2 values are as follows: HP (74,2%), POS (94,7%), PS (95,2%), TI (67,5%) indicating the high predictive ability of the model.
Effect size f² is a key coefficient that assesses the impact of independent variables on a dependent variable As noted by Hair et al (2014), values of f² are categorized as weak (below 0.02), medium (between 0.02 and 0.35), and strong (above 0.35), indicating the varying degrees of influence these variables have.
Table 4.6 below shows the effect size f2 values for the study’s constructs.
Table 4.6 Effect size f 2 4.3.4 Path coefficients and hypothesis testing
When construct validity and reliability were established, bootstrapping was employed to determine the significance of the association 5000 bootstrap samples were utilized in comparison to the initial sample size of 320.
Figure 4.1 PLS results for research model
In hypothesis testing for partial least squares (PLS) path coefficients, the path coefficient reflects the influence of an independent variable on a dependent variable The analysis utilized Smart PLS software and employed the bootstrap method with 5000 subsamples A significance level of 95% was established, with criteria indicating that t-values greater than 1.96 and p-values less than 0.05 denote statistical significance.
The analysis of table 4.7 indicates that both Empowering Leadership (EL) and Transformational Leadership (TL) positively influence Perceived Organizational Support (POS), with path coefficients of 0.304 and 0.673, respectively, and a significant level of 0.1%, confirming hypotheses H1 and H2 Additionally, the results show that POS negatively impacts Turnover Intention (TI) and Performance Satisfaction (PS), with p-values of 0.822 and 0.976, thereby supporting hypotheses H3 and H4 Furthermore, hypothesis H5, which suggests that POS has a positive effect on Happiness at Work (HP), is strongly backed by previous research, as evidenced by a p-value of 0.862, further affirming the significance of POS in enhancing HP.
Table 4.7 Summary of hypotheses testing
Relations _ „ deviation sample (p) (|p/STDEV|) values Results
Discussion
This study investigates the relationship between perceived organizational support and various leadership styles, happiness, perceived stress, and turnover intention among white-collar workers in the hospitality industry The findings highlight that Ethical Leadership significantly enhances Perceived Organizational Support, with a path coefficient of 0.304 and a significance level of < 0.001, aligning with Tan et al (2019) Additionally, the impact of Transformational Leadership on perceived organizational support has been widely discussed, with mixed results in the literature, corroborating the studies by Suifan et al (2018) and Kao et al (2023).
Recent research confirms that Perceived Organizational Support significantly enhances employee happiness, with a path coefficient of 0.862 and a significance level below 0.05, aligning with findings from Akgunduz et al (2023) Additionally, it negatively impacts Perceived Stress, indicating that employees who feel supported experience lower stress levels, consistent with Canboy et al (2023) Moreover, Perceived Organizational Support also reduces Turnover Intention, suggesting that organizational support can decrease the likelihood of employees leaving, as supported by studies from Ladao et al (2022), Supi et al (2023), and Huang et al (2021).
IMPLICATIONS
Theoretical implications
This research enhances our understanding of Perceived Organizational Support (POS) by highlighting the significant impact of leadership styles on employee perceptions It confirms that ethical and transformational leadership are crucial in fostering higher levels of POS, aligning with previous studies that emphasize the positive influence of specific leadership approaches in the workplace.
The research enhances our understanding of the impact of Perceived Organizational Support (POS) on key employee outcomes It confirms a positive relationship between POS and employee happiness, indicating that feeling valued and supported by the organization increases job satisfaction Furthermore, the findings demonstrate that higher levels of POS are associated with lower turnover intentions and reduced perceived stress among employees.
This research enhances our understanding of Perceived Organizational Support (POS) by identifying its key drivers and its influence on employee well-being and turnover intentions, framed through Social Exchange Theory and Organizational Support Theory It underscores the significance of ethical and transformational leadership while demonstrating how POS contributes to employee happiness and reduces stress These insights are crucial for organizations aiming to cultivate a supportive and engaging workplace environment.
Managerial implications
The findings of this study offer valuable insights for managers in Vietnam's hospitality industry, highlighting the connections between Perceived Organizational Support and various team dynamics within their organizations.
Research indicates that POS (Perceived Organizational Support) significantly reduces perceived stress, evidenced by a beta value of 0.976 This underscores the necessity of creating a supportive workplace that alleviates job-related stress Organizations should prioritize employee well-being initiatives, promote open communication, and encourage practices that foster a healthy work-life balance.
Next, POS significantly impacts employee happiness, with a beta value of 0.862
Showcasing authentic appreciation for your team enhances their work experience, leading to a more positive and fulfilling environment Acknowledge their accomplishments, provide growth opportunities, and cultivate a sense of community within your organization.
A positive organizational support (POS) significantly reduces employee turnover intention, with a strong beta value of 0.822 Creating a supportive work environment is essential for improving employee retention To foster loyalty and commitment, organizations should promote open communication, offer competitive compensation and benefits, and invest in employee development.
Transformational leadership plays a crucial role in enhancing Perceived Organizational Support (POS), evidenced by a significant beta value of 0.673 To inspire your team, establish clear objectives, present meaningful challenges, and acknowledge individual contributions By empowering employees to take ownership and make decisions, you cultivate a strong sense of purpose and engagement within the organization.
Ethical leadership significantly influences Positive Organizational Scholarship (POS), evidenced by a beta value of 0.304 It is essential to lead with integrity, fairness, and transparency while upholding ethical practices within your organization Demonstrating a commitment to responsible business conduct fosters a positive organizational culture.
Hospitality managers can enhance their work environment by integrating strategies that alleviate stress and increase employee satisfaction, ultimately retaining top talent and promoting organizational success Prioritizing employee well-being is a crucial investment that pays dividends for the future of the company.
Limitation and direction for future research
This study has notable limitations, primarily due to its execution in a single country, which restricts its cultural and social diversity Future research should aim to compare findings across different countries to identify any latent variables in the path model that could be further explored.
This study explores how Perceived Organizational Support at work affects Turnover Intention, Perceived Stress, Happiness, and Leadership Style Future research may investigate additional factors, including Work Engagement and Flourishing, that impact Employee Performance.
The survey methodology exhibited flaws, particularly in assessing potential bias in participants' responses Moreover, the sample size was inadequate, limiting its reliability as a representation of the broader population.
This study provides valuable insights for researchers interested in exploring the impact of Perceived Organizational Support on various factors within the hospitality industry in future investigations.
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