https://media.terry.uga.edu/socrates/publications/2013/05/Cropanzano__Mitchell_2005_SET_Review_JOM.pdf

Social Exchange Theory: An Interdisciplinary Review

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.

/pdf/perceived-organizational-support-a-review-of-the-literature-44wwivd3l8.pdf

Perceived organizational support: A review of the literature.

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 perceptions concerning the organization's freedom of action and (b) whether POS and overall job satisfaction are distinct constructs. The favorableness of high-discretion job conditions 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 is constrained by limits on the organization's discretion.

/pdf/perceived-organizational-support-discretionary-treatment-and-1z14wz59zo.pdf

Perceived Organizational Support, Discretionary Treatment, and Job Satisfaction

Summary Although organizational support theory and psychological contract theory both stress social exchange processes in the establishment and maintenance of the employee–employer relationship, they have focused on different aspects of this relationship. We suggest that, far from being independent, the different parts of the employee–employer association considered by the two theories are mutually interdependent. Further, key processes identified by each theory influence the relationships described by the other theory. To further the understanding of the employee–employer relationship, we provide an integrated account that emphasizes the interdependence of perceived organizational support and the psychological contract. Copyright # 2003 John Wiley & Sons, Ltd.

Perceived organizational support and psychological contracts: a theoretical integration

We compare a partners condition where the same small group of subjects plays a repeated publi c good game to a strangers condition where subjects play this game in changing group formations. Subjects in the partners conditi on contribute from t he first period on significantly more to the publi c good than subjects in the strangers conditi on. In the strangers conditi on, contributions show a continual decay, whil e in the partners conditi on, contributions fluctuate on a high level until t hey decrease in the final periods. We interpret subjects’ behavior in terms of conditional cooperation which is characterized by both future-oriented and reactive behavior.

/pdf/conditional-cooperation-and-voluntary-contributions-to-2aouq63rr2.pdf

Conditional Cooperation and Voluntary Contributions to Public Goods

Students with high reciprocation wariness, a general fear of exploitation in interpersonal relationships, showed (a) a markedly reduced positive response to cooperative communication in a Prisoner's Dilemma bargaining task, (b) a greater negative response to uncooperative communication, and (c) an increased positive response to the prospect of long-term interaction. Reciprocation wariness appears to inhibit the establishment and strengthening of interpersonal relationships.

Norman Cotterell

Papers

Inhibiting effects of reciprocation wariness on interpersonal relationships.

Effects of social values, effort training, and goal structure on task persistence.