Negative Effect of Perceived Organizational Support from the  Too-much of Good Thing Effect (TMT): Evidence from the Aviation Organizations in Thailand

Thamarat Jangsiriwattana

doi:10.14456/psruhss.2024.3

Authors

Thamarat Jangsiriwattana Aviation Personnel Development Institute, Kasem Bundit University, Bangkok 10510 https://orcid.org/0000-0002-9090-7217

DOI:

https://doi.org/10.14456/psruhss.2024.3

Keywords:

Knowledge sharing, Perceived organizational support, Proactive personality, Human resource management, Aviation

Abstract

The purpose of this research was to investigate perceived organizational support as a negative influence on the relationship between proactive personality and knowledge sharing. Data was collected from 620 respondents in the aviation industry in Thailand via a self-administered questionnaire. Multiple regression analysis was used to test the hypothesis. The findings revealed that a proactive personality significantly influences knowledge sharing. Perceived organizational support, or, more particularly the lack of it, was shown to have a negative effect on the relationship between proactive personality and knowledge sharing by reducing the positive effect of proactive personality on knowledge sharing. This novel finding extends the role of perceived organizational support from prior research and further informs the perspective of HR practitioners in the organization.

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