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Contribution Details
| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | The role of leader and co-worker support in the transition of newcomers’ from training to work engagement: A cross-cultural analysis |
| Organization Unit | |
| Authors |
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| Presentation Type | paper |
| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
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| Event Title | 3rd Global Conference on International Human Resource Management |
| Event Type | conference |
| Event Location | New York, USA |
| Event Start Date | May 18 - 2017 |
| Event End Date | May 20 - 2017 |
| Abstract Text | This study aims to explore the role of leader and co-worker support in the relation between workplace training and newcomers’ work engagement. Taking into account that interpersonal interactions occur in a specific cultural context, we also examine whether there are cultural differences in how newcomers respond to the support provided by leaders or co-workers. We present a moderated mediation model, which we tested using data from surveys comprising 3,077 newcomers from 22 countries. We found that newcomers’ perception of whether their training needs have been fulfilled are positively associated with work engagement. In this relation, we also found an indirect effect via leader support which depends on power distance and an indirect effect via co-worker support which depends on individualism. Our results indicate that, globally, leader and co-worker support are complementary rather than substitutive resources for newcomers, although their effectiveness may vary in different cultural contexts. |
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