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Perceived organizational support and employee diligence, commitment, and innovation (1990)
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| Venue: | Journal of Applied Psychology |
| Citations: | 237 - 7 self |
BibTeX
@ARTICLE{Eisenberger90perceivedorganizational,
author = {Robert Eisenberger and Peter Fasolo and Valerie Davis-lamastro},
title = {Perceived organizational support and employee diligence, commitment, and innovation},
journal = {Journal of Applied Psychology},
year = {1990},
pages = {51--59}
}
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Abstract
Two studies report a positive relationship ofemployees ' perception ofbeing valued and cared about by the organization with (a) conscientiousness in carrying out conventional job responsibilities, (b) expressed affective and calculative involvements in the organization, and (e) innovation on behalf of the organization i the absence of anticipated direct reward or personal recognition. In Study 1, involving six occupations, positive relationships of perceived support with job attendance and perfor-rnance were found. In Study 2, using manufacturing hourly employees and managers, perceived support was positively related to affective attachment, performance outcome xpectancies, and the constructiveness of anonymous suggestions forhelping the organization. These results favor the ex-tension and integration of emotion-based and caleulative theories of organizational commitment into a social-exchange approach. The concept of organizational commitment has attracted considerable interest as an attempt to understand the intensity and stability of employee dedication to work organizations. Two major views of employee dedication focus on affective attach-ment and calculative involvement, respectively, which are usu-ally considered to be conceptually and empirically distinct
Keyphrases
employee diligence organizational support organizational commitment calculative involvement positive relationship ofemployees considerable interest affective attach-ment employee dedication positive relationship anticipated direct reward hourly employee social-exchange approach personal recognition major view conventional job responsibility anonymous suggestion perceived support caleulative theory performance outcome xpectancies job attendance employee dedication focus affective attachment
