When supervisors feel supported: Relationships with subordinates‟ perceived supervisor support, perceived organizational support, and performance,

When supervisors feel supported: Relationships with subordinates‟ perceived supervisor support, perceived organizational support, and performance, (2006)

by L R Shanock, R Eisenberger

Venue:

Journal of Applied Psychology

Add To MetaCart

Results 1 - 10 of 52

Pay contingency and the effects of perceived organizational and supervisor support on performance and commitment

by Asya Pazy, Yoav Ganzach - Journal of Management , 2009

"... Applying a social exchange perspective, three studies examine how the effects of perceived orga-nizational support (POS) and perceived supervisor support (PSS) on performance and commit-ment are constrained by pay contingency. Study 1 shows a negative interaction between POS and pay contingency and ..."

Abstract - Cited by 4 (0 self) - Add to MetaCart

Applying a social exchange perspective, three studies examine how the effects of perceived orga-nizational support (POS) and perceived supervisor support (PSS) on performance and commit-ment are constrained by pay contingency. Study 1 shows a negative interaction between POS and pay contingency and a positive interaction between PSS and pay contingency in their effects on performance and nonsignificant interactions regarding commitment. In Studies 2 and 3, which were conducted in high pay contingency field settings, performance was affected by PSS but not by POS, whereas commitment was affected by POS but not by PSS. Implications of these moderation effects are discussed.

Breach begets breach: Trickle-down effects of psychological contract breach on customer service

by Prashant Bordia, Simon Lloyd, D. Restubog, Sarbari Bordia, Robert L. Tang, De La, Salle–college Saint Benilde, Steven Lui - Journal of Management , 2010

"... Adopting a multifoci approach to psychological contract breach (i.e., breach by the organiza-tion referent and breach by the supervisor referent), the authors propose a trickle-down model of breach. Results from three studies show that supervisor perceptions of organizational breach are negatively r ..."

Abstract - Cited by 4 (2 self) - Add to MetaCart

Adopting a multifoci approach to psychological contract breach (i.e., breach by the organiza-tion referent and breach by the supervisor referent), the authors propose a trickle-down model of breach. Results from three studies show that supervisor perceptions of organizational breach are negatively related to supervisor citizenship behaviors toward the subordinate, resulting in subordinate perceptions of supervisory breach. Subordinate breach perceptions are, in turn, negatively related to subordinate citizenship behaviors toward the customer and, ultimately, customer satisfaction. The findings demonstrate the interconnected nature of social exchange relationships at work and draw attention to the effects of breach for other employees and customers.

The negative aspects of social exchange: An introduction to perceived organizational obstruction

by Ray Gibney, Thomas J. Zagenczyk, Marick F. Masters - Group & Organization Management , 2009

"... ..."

Abstract - Cited by 3 (0 self) - Add to MetaCart

Abstract not found

(Show Context)

How Line Management Intentions Become Employee Perceptions: Conceptualizing the Role of Frames in HRM System Strength

by Anna Bos-nehles, Tanya Bondarouk

"... Abstract. This paper conceptualizes the linkages between the normative foundations that underpin HRM system strength, insights from cognitive psychology, social exchange theory, and the leader-member exchange concept in order to bridge the gap between HRM intentions and the organizational reality. W ..."

Abstract - Cited by 1 (0 self) - Add to MetaCart

Abstract. This paper conceptualizes the linkages between the normative foundations that underpin HRM system strength, insights from cognitive psychology, social exchange theory, and the leader-member exchange concept in order to bridge the gap between HRM intentions and the organizational reality. We start our arguments from the notion of HRM system strength [1] that marks the break from the traditional content-based view of HRM, and moves on to view HRM as a process. We continue with the input from cognitive psychology that postulates that it is organizational members ‟ perceptions, filtered through existing mental frames, which form the basis for the interpretation and shaping of organizational issues [2] such as HRM. More specifically, we build on the notion of “HRM frames ” [3], where the HRM within an organization can have different connotations depending on the interpretations of the key groups of people involved (line managers and employees).

(Show Context)