Filipino Employee Diversity

The level of experience an employee possesses aid in the productivity of an organization. Additionally, diversity in terms of culture, ethnicity, religion, gender, etc., also contribute to the productivity levels of an organization (Pope, 2012). Part of this diversity increasing in organizations is due to immigrants who go to a different country specifically to explore other employment options (de Castro, A. B., Gee, G. C., Takeuchi, D. T., 2008). This aids in the development of a multicultural organization.

In previous studies, workload, relationships and work speed were shown as common stressors experienced in organizations (as cited in Pasca and Wagner, 2011). A major limitation associated with the findings in these studies is that it

is not specific to organizations that are diverse (Pasca and Wagner, 2011). Hence, previous research on stress in the workplace and related variables such as organizational social support demonstrates a gap in literature.
Background
Some studies have been done showing no difference in occupational stress in multicultural organizations. A study done by Pasca and Wagner (2012) investigated occupational stress in a multicultural workforce. The focus of their research was on immigrants in the Canadian workforce. They studied occupational stress, mental health, and job and marital satisfaction of the immigrant employees compared to employees born in Canada.
Variables were assessed by using the following measures: a demographic questionnaire, The Satisfaction with Life Scale, The Symptom Checklist-90-Revised, The Locke–Wallace Marital Adjustment Test, The Job Satisfaction Survey Job, and occupational stress was measured using a scale created by Parker and DeCotiis (1983) (as cited in Pasca & Wagner, 2012). Using a convenience sample, the participants were evenly divided in the study with 42 immigrants and 42 Canadian born employees. The immigrant group of employees served as the study group and the Canadian born employees served as a comparison group. The participants worked in at least one of the following fields: education, healthcare, and social work (Pasca & Wagner, 2012). Pasca and Wagner (2012) hypothesized that immigrants in the Canadian workforce would report a higher degree of stress and mental health problems. Additionally, it was hypothesized that immigrants working in Canada would report lower life, job and marital satisfaction. However, results disproved the researchers hypothesis. The results pertaining to the immigrants occupational stress, mental health, job and marital satisfaction showed no differences when compared to the Canadian born employees.
One limitation to the study was that it was not longitudinal.

This would have shown if the factors of mental health issues, job and marital satisfaction changed overtime for the immigrants.

In contrary, de Castro et al. (2008) examined if there was any relationship between the amount of time Filipino immigrants lived in the United States, and occupational stress and health conditions. The cross-sectional sample consisted of over 1,000 Filipino immigrant participants. The results demonstrated a significant relationship for newer Filipino immigrants. A relationship was shown between job-related stress and adverse health outcomes. Additionally, concerns related to the job were positively related to an increased number of health conditions among Filipino immigrants.

The limitations of this study was that this study did not include other measures, such as discrimination, that may be pertinent to the immigrant worker job stress. In addition, utilizing the cross-sectional method was a limitation because it did not involve testing immigrant participants over time.

In regard to work-related stressors and support, some studies have been completed that examined the relationship between work-related stress and support. However, research on this topic lacks in regard to a diverse

workplace.
Studies have been conducted which proved that support does have an effect on work-related stress (Rivera-Torres, Araque-Padilla, and Montero-Simo, 2013) . A study done by Rivera-Torres et. al (2013) applied the Job Demand-Control-Support (JDCS) model to investigate the gender differences that exist in regard to the outcome of perceived job demands, control and support on increased levels of individual job stress. 
The hypothesis of the JDCS model is that control and support levels decline and job demands rise, the employee’s job stress will increase. Hence, jobs that have an increased level of social support and control will have a reduced amount of stress and damage to employee health. Results showed that job stress was shown to be different in men and women. With men, the job demand stressor was proven to be significant is the quantitative demands. The effect of quantitative demands (work overload) on men’s job stress is to a small degree weakened by the immediate effect of control and support.The qualitative demands (emotional and intellectual features) with women were statistically significant. Compared to men, social support had a significantly weaker effect on job stress levels in the women. 
Another study conducted by Schreurs, Van Emmerik, Gunter, and Germeys (2012) looked at the correlation between the buffering role of time-varying supervisor and colleague support and employee in role and extra-role performance and job insecurity and job insecurity. The researchers gathered data from an estimated 56 participant’s weekly diary entries that dated over a span of three weeks. Results showed that support from the supervisor lessened employees in-role performance from feelings of job insecurity.
Organizational Support
Various definitions of organizational support exist among researchers. Eisenberger et al. (1986) defines organizational support as "the perceptions about organization's concern to employee’s participation and well-being, and the feelings about activities affecting employees, which are deemed to be performed voluntarily by the organization” (as cited in Gümüş, 2004). Gümüş (2004) defines organizational support as the treatment given by the organization towards employees.
According to Eisenberg et al. (2001) (as cited in Gümüş, 2004), organizational support is all about the perception of the employee, or perceived organizational support (POS). POS can have a positive or negative impact on their stress, attitude and behaviors. Furthermore, the employees perception of organization support is based on how the organization values their contributions and happiness (Dawley, Andrews, & Bucklew, 2008). Previous research has shown that POS is tied to rewards,  security, and  autonomy (Dawley et al., 2008).
The study of social support in regard to multicultural organization is an area that needs more research.  According to Amason and Allen (1999), it is relevant to view cultural differences in regard to the perceived support received as these differences play a part in the availability of support to various cultural groups in a multicultural organization. 
Cultural and language differences can restrict the amount of supportive resources given to an individual (Amason & Allen, 1999).

A reason this occurs is because individuals may prefer support from another individual of the same group. Additionally, a certain culture may be power distance cultures where they accept that power is unequally distributed between subordinates and supervisors in the workplace (Amason & Allen, 1999). Therefore, employees who practice power distance in their culture do not expect support from their organizational leaders (Amason & Allen, 1999). Whereas, a low power distance culture expect support and equality. Concepts, such as power distance, add to the gap in literature that needs to be address within multicultural organizations. 

Supervisor support is a relevant factor in the way an employee perceives organization support.   Along with directing employees, a supervisors role is to implement supportive efforts towards employees (Dawley et al., 2008). According to Eisenberger et al. (2002), supervisor support is recognized as the extent to which employees believe that their supervisor have concern for their well being (Dawley et al., 2008). Research has shown that supervisor support is correlated with employee burnout and commitment (as cited in Dawley et al.,

2008). 
Gümüş (2004) and Dawley et al. (2008) report that organization support consists of allowing employee input, and developing an environment of constant trust among the employees and leadership. Furthermore, mentoring is seen as a form of organization support.
Mentoring is a transaction between an employee who is experienced and a less experienced employee, which is linked to organizational support (Dawley et al., 2008). Mentoring is seen as a form of organizational support because it allows employees to achieve the necessary knowledge and beliefs to operate appropriately within the organization (Dawley et al., 2008). Additionally, organizational support involves the employee’s having a sense of safety and organizational backing. Organizational support also includes having expectations that are achievable,  increased communication, information, and encouragement towards employees (as cited in Gümüş, 2004).