Author
Lynn M. Shore
Other affiliations: Ghent University, J. Mack Robinson College of Business, Georgia State University ...read more
Bio: Lynn M. Shore is an academic researcher from Colorado State University. The author has contributed to research in topics: Organizational commitment & Social exchange theory. The author has an hindex of 44, co-authored 71 publications receiving 16481 citations. Previous affiliations of Lynn M. Shore include Ghent University & J. Mack Robinson College of Business.
Papers published on a yearly basis
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TL;DR: This article developed and tested a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX) based on social exchange theory and found that POS and LMX have unique antecedent and are differentially related to outcome variables, providing support for the importance of both types of exchanges.
Abstract: Employees develop exchange relationships both with organizations and immediate superiors, as evidenced by research on perceived organizational support (POS) and leader-member exchange (LMX), respectively. Despite conceptual similarities between these two constructs, theoretical development and research has proceeded independently. In an attempt to integrate these literatures, we developed and tested a model of the antecedents and consequences of POS and LMX, based on social exchange theory. Results indicated that POS and LMX have unique antecedents and are differentially related to outcome variables, providing support for the importance of both types of exchanges.
3,399Â citations
TL;DR: In this paper, a model investigating antecedents of perceived organizational support and the role of POS in predicting voluntary turnover was developed and tested in two samples via structural equation modeling, finding that perceptions of supportive human resources practices contribute to the development of POS, and POS mediates their relationships with organizational commitment and job satisfaction.
1,542Â citations
TL;DR: Findings support the social exchange view that POS creates feelings of obligation that contribute to citizenship behaviors.
Abstract: The social exchange view of commitment (R. Eisenberger, R. Huntington, S. Hutchison, & D. Sowa, 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 employees' 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). Participants 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 organizationa l 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.
1,419Â citations
TL;DR: In this paper, the authors use Brewer's optimal distinctiveness theory to develop a definition of employee inclusion in the work group as involving the satisfaction of the needs of both belongingness and uniqueness.
1,025Â citations
TL;DR: In this article, a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX) was examined, and it was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS.
Abstract: This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and contingent rewards) and punishment behavior would be important antecedents. Results based on a sample of 211 employee-supervisor dyads indicated that organizational justice, inclusion, and recognition were related to POS and contingent rewards were related to LMX. In terms of consequences, POS was related to employee commitment and organizational citizenship behavior, whereas LMX predicted performance ratings.
850Â citations
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TL;DR: In this paper, the authors address conceptual difficulties and highlight areas in need of additional research in social exchange theory, focusing on four issues: the roots of the conceptual ambiguities, norms and rules of exchange, nature of the resources being exchanged, and social exchange relationships.
6,571Â citations
TL;DR: This paper conducted meta-analyses to assess relations among affective, continuance, and normative commitment to the organization and relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model.
6,149Â citations
TL;DR: 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) and indicated that 3 major categories of beneficial treatment received by employees were associated with POS.
Abstract: 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.
5,828Â citations
TL;DR: In this article, the authors tested the generalizability of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment.
Abstract: he authors tested the generalizability of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment. Measures of affective, continuance, and normative commitment to occupation were developed and used to test hypotheses concerning their differential relations with antecedent and consequence variables. Confirmatory factor analyses conducted on data collected from samples of student and registered nurses revealed that the 3 component measures of occupational commitment were distinguishable from one another and from measures of the 3 components of organizational commitment
5,751Â citations