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238
Perceived organizational support: A review of the literature
- Journal of Applied Psychology
, 2002
"... The authors reviewed more than 70 studies concerning employees ’ general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by emplo ..."
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Cited by 334 (3 self)
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The authors reviewed more than 70 studies concerning employees ’ general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees ’ belief that the organization’s actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies. To whom much is given, much will be required. —Luke 12:48 (New King James Version) Employers commonly value employee dedication and loyalty. Employees who are emotionally committed to the organization show heightened performance, reduced absenteeism, and a less-ened likelihood of quitting their job (Mathieu & Zajac, 1990; Meyer & Allen, 1997; Mowday, Porter, & Steers, 1982). By contrast, employees are generally more concerned with the orga-nization’s commitment to them. Being valued by the organization can yield such benefits as approval and respect, pay and promo-tion, and access to information and other forms of aid needed to better carry out one’s job. The norm of reciprocity allows employ-ees and employers to reconcile these distinctive orientations. Social exchange theorists have alluded to employment as the trade of effort and loyalty for tangible benefits and social rewards
Social exchange theory: An interdisciplinary review.
- Journal of Management,
, 2005
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Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity
- Journal of Applied Psychology
, 1996
"... have been used to explain the relationship of perceived organizational support and leader-member exchange with employee attitudes and behavior. Recent empirical re-search suggests that individuals engage in different reciprocation efforts depending on the exchange partner (e.g., B. L. McNeely & ..."
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Cited by 178 (2 self)
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have been used to explain the relationship of perceived organizational support and leader-member exchange with employee attitudes and behavior. Recent empirical re-search suggests that individuals engage in different reciprocation efforts depending on the exchange partner (e.g., B. L. McNeely & B. M. Meglino, 1994). The purpose of the present study was to further investigate these relationships by examining the relative contribution of indicators of employee-organization exchange and subordinate-supervi-sor exchange. Structural equation modeling was used to compare nested models. Results indicate that perceived organizational support is associated with organizational commit-ment, whereas leader-member exchange is associated with citizenship and in-role behavior. The concepts of social exchange (Blau, 1964) and the norm of reciprocity (Gouldner, 1960) have long been used by organizational researchers to describe the moti-vational basis behind employee behaviors and the forma-tion of positive employee attitudes (e.g., Etzioni, 1961; Levinson, 1965; March & Simon, 1958). More recently, these concepts have been used to explain why individuals express loyalty to the organization (e.g., Scholl, 1981; Eisenberger, Huntington, Hutchison, & Sowa, 1986) and engage in behaviors that typically are neither formally re-warded nor contractually enforceable (e.g., Organ, 1988; Rousseau, 1989). In general, research findings suggest that positive, beneficial actions directed at employees by the organization and/or its representatives contribute to the establishment of high-quality exchange relationships (e.g., Dansereau, Graen, & Haga, 1975; Konovsky & Pugh, 1994) that create obligations for employees to re-ciprocate in positive, beneficial ways (e.g., Eisenberger et
Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support
- Journal of Applied Psychology
, 1993
"... 1986) suggests that employees ' perceptions of the organization's commitment to them (perceived organizational support, or POS) creates feelings of obligation to the employer, which enhances em-ployees ' work behavior. The authors addressed the question of whether POS or the more trad ..."
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Cited by 134 (5 self)
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1986) suggests that employees ' perceptions of the organization's commitment to them (perceived organizational support, or POS) creates feelings of obligation to the employer, which enhances em-ployees ' work behavior. The authors addressed the question of whether POS or the more traditional commitment concepts of affective commitment (AC) and continuance commitment (CC) were better predictors of employee behavior (organizational citizenship and impression management). Partici-pants were 383 employees and their managers. Although results showed that both AC and POS were positively related to organizational citizenship and that CC was negatively related to organizational citizenship, POS was the best predictor. These findings support the social exchange view that POS creates feelings of obligation that contribute to citizenship behaviors. In addition, CC was unrelated, whereas AC and POS were positively correlated, with some impression management behaviors. Much literature has examined the notion of organizational commitment, and many conceptualizations and measures have been proposed and tested (Meyer & Allen, 1991; Mowday, Por-ter, & Steers, 1982). Meyer and Allen have extensively re-searched two types of commitment, called affective commit-
Perceived supervisor support: Contributions to perceived organizational support and employee retention
- Journal of Applied Psychology
, 2002
"... Three studies investigated the relationships among employees ’ perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, su ..."
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Cited by 117 (5 self)
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Three studies investigated the relationships among employees ’ perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS–POS relationship increased with perceived supervisor status in the organization. Study 3 found, with 493 retail sales employees, evidence consistent with the view that POS completely mediated a negative relationship between PSS and employee turnover. These studies suggest that supervisors, to the extent that they are identified with the organization, contribute to POS and, ultimately, to job retention.
Perceived organizational support, discretionary treatment, and job satisfaction
- Journal of Applied Psychology
, 1997
"... A diverse sample of 295 employees drawn from a variety of organizations was surveyed to investigate (a) whether the relationship between the favorableness of job conditions and perceived organizational support (POS) depends on employee p rceptions concerning the organization's freedom of action ..."
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Cited by 113 (6 self)
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A diverse sample of 295 employees drawn from a variety of organizations was surveyed to investigate (a) whether the relationship between the favorableness of job conditions and perceived organizational support (POS) depends on employee p rceptions concerning the organization's freedom of action and (b) whether POS and overall job satisfaction are distinct constructs. The favorableness of high-discretion j bconditions was found to be much more closely associated with POS than was the favorableness of low-discretion job conditions. No such relationship was found between job conditions and satisfaction. To decide how much the organization values their contributions and well-being, employees distinguish job conditions whose favorableness the organization readily controls versus job conditions whose favorableness i constrained by limits on the organization's discretion. Organizational theorists and researchers have fre-quently alluded to employment asthe trade of effort and loyalty for such impersonal benefits as pay and fringe benefits and such socioemotional benefits as esteem and
Trust as a Mediator of the Relationship Between Organizational Justice and Work Outcomes: Test of a Social Exchange Model,’
- Journal of Organizational Behavior,
, 2002
"... Summary Data obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) w ..."
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Cited by 108 (0 self)
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Summary Data obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually-and organizationally-oriented dimensions of citizenship behavior.
A new model of work role performance: Positive behavior in uncertain and interdependent contexts.
- Academy of Management Journal,
, 2007
"... We propose that interdependence in a work context determines to what extent work roles are embedded within a broader social system and, further, that uncertainty determines whether work roles can be formalized or whether they emerge through adaptive and proactive behavior. Cross-classification of t ..."
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Cited by 89 (5 self)
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We propose that interdependence in a work context determines to what extent work roles are embedded within a broader social system and, further, that uncertainty determines whether work roles can be formalized or whether they emerge through adaptive and proactive behavior. Cross-classification of task, team member, and organization member behaviors with proficiency, adaptivity, and proactivity produced nine subdimensions of work role performance. Ratings from 491 supervisors from 32 organizations and self-ratings from employees in two organizations (n's ؍ 1,228 and 927) supported the proposed distinctions. Self-reports of proactivity were positively correlated with two external measures of proactivity.
A construct validity study of the survey of perceived organizational support
- Journal of Applied Psychology
, 1991
"... measure of perceived employer commitment that they called the Survey of Perceived Organiza-tional Support (SPOS). In the present study, confirmatory factor analysis was used to examine the dimensionality of the SPOS and to determine the distinctiveness of this construct from other similar constructs ..."
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Cited by 86 (3 self)
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measure of perceived employer commitment that they called the Survey of Perceived Organiza-tional Support (SPOS). In the present study, confirmatory factor analysis was used to examine the dimensionality of the SPOS and to determine the distinctiveness of this construct from other similar constructs. Participants were 330 employees in a large corporation headquartered in the southeastern United States. The results support the SPOS as a unidimensional scale that is distin-guishable from affective and continuance commitment. However, the data raise some question as to the empirical distinction between the SPOS and satisfaction. A great deal of research has been conducted on the concept of organizational commitment (Mowday, Porter, & Steers, 1982). Many other commitment concepts have been proposed and researched as well (Morrow, 1983), such as job involvement (Lodahl & Kejner, 1965; Kanungo, 1979), career salience (Greenhaus, 1971), union commitment (Gordon, Philpot, Burt, Thompson, & Spiller, 1980), and occupational commitment (Vandenberg & Scarpello, 1988). Each of these attitudes focuses on the individual's attachment to a particular aspect of the work situation, such as a job, union, or organization. What has been less thoroughly studied are employee perceptions of employer commitment to the individual (i.e., perceived organizational support).
