{"id":{"repo_id":"colostate","oai_identifier":"oai:mountainscholar.org:10217/199777"},"canonical_url":"https://search.dev.ndltd.org/etd/colostate/oai:mountainscholar.org:10217/199777","repository":{"repo_id":"colostate","name":"Colorado State University","base_url":"https://api.mountainscholar.org/server/oai/request"},"display":{"title":"Employee nonwork support-marshaling: scale development and validation","abstract":"Supervisor support for employees' nonwork lives positively impacts a variety of outcomes for both employees and organizations. Despite growing evidence for the importance of family-supportive supervisors, the current literature fails to fully capture the supervisor-employee support process by neglecting the role of the employee. To begin addressing this gap, the current study aimed to develop and validate a self-report scale to measure the behaviors that employees perform in order to manage the support they receive from supervisors for nonwork issues. Specifically, the scale draws on support-marshaling literature to capture direct and indirect behaviors that are enacted either to increase support (i.e., approach behaviors) or to decrease nonsupport (i.e., avoid behaviors). Thus, the scale uses 16 items to measure four dimensions of employee support-marshaling: direct-approach, direct-avoid, indirect-approach, and indirect-avoid. Results from an MTurk sample provide initial evidence of reliability (i.e. internal consistency) and validity (i.e., appropriate content, internal structure, and relationships with other variables).","abstract_html":"Supervisor support for employees' nonwork lives positively impacts a variety of outcomes for both employees and organizations. Despite growing evidence for the importance of family-supportive supervisors, the current literature fails to fully capture the supervisor-employee support process by neglecting the role of the employee. To begin addressing this gap, the current study aimed to develop and validate a self-report scale to measure the behaviors that employees perform in order to manage the support they receive from supervisors for nonwork issues. Specifically, the scale draws on support-marshaling literature to capture direct and indirect behaviors that are enacted either to increase support (i.e., approach behaviors) or to decrease nonsupport (i.e., avoid behaviors). Thus, the scale uses 16 items to measure four dimensions of employee support-marshaling: direct-approach, direct-avoid, indirect-approach, and indirect-avoid. 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To begin addressing this gap, the current study aimed to develop and validate a self-report scale to measure the behaviors that employees perform in order to manage the support they receive from supervisors for nonwork issues. Specifically, the scale draws on support-marshaling literature to capture direct and indirect behaviors that are enacted either to increase support (i.e., approach behaviors) or to decrease nonsupport (i.e., avoid behaviors). Thus, the scale uses 16 items to measure four dimensions of employee support-marshaling: direct-approach, direct-avoid, indirect-approach, and indirect-avoid. 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