Perceived Organizational Support
21 Jan 2015-pp 1-2
TL;DR: Perceived organizational support (POS) represents the degree to which employees believe that their organization values their contributions and cares for their wellbeing (Eisenberger et al., 1986) as discussed by the authors.
Abstract: Perceived organizational support (POS) represents the degree to which employees believe that their organization values their contributions and cares for their wellbeing (Eisenberger et al., 1986). It stems from organizational support theory (Blau, 1964), which posits that both parties in the employment relationship engage in various mutual exchanges that give rise to felt obligations. Such exchanges may take the form of rewards or other forms of recognition offered by the organization in return for high levels of employee commitment or performance. These exchanges give rise to performance-reward expectations, which when fulfilled in future exchanges improve the quality of the employment relationship. Various forms of support have been identified including participation in decision making, training and promotion opportunities, and job security. Supervisors are regarded as key agents in delivering the organization's side of the exchange, and offer various forms of discretionary support including mentoring and growth opportunities. POS has been positively associated with outcomes including organizational commitment, job satisfaction, and performance, and negatively associated with outcomes such as absenteeism and turnover intentions. Future research directions include longitudinal assessments of POS, broader exchange relationships (e.g., between coworkers and teams), and potentially negative influences on POS (e.g. work intensification).
Keywords:
perceived organizational support;
perceived supervisor support;
organizational support theory
Citations
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TL;DR: This study extracted 147,328 correlations and developed a hierarchical taxonomy of variables reported in Journal of Applied Psychology and Personnel Psychology from 1980 to 2010 to produce empirical effect size benchmarks at the omnibus level, for 20 common research domains, and for an even finer grained level of generality.
Abstract: Effect size information is essential for the scientific enterprise and plays an increasingly central role in the scientific process. We extracted 147,328 correlations and developed a hierarchical taxonomy of variables reported in Journal of Applied Psychology and Personnel Psychology from 1980 to 2010 to produce empirical effect size benchmarks at the omnibus level, for 20 common research domains, and for an even finer grained level of generality. Results indicate that the usual interpretation and classification of effect sizes as small, medium, and large bear almost no resemblance to findings in the field, because distributions of effect sizes exhibit tertile partitions at values approximately one-half to one-third those intuited by Cohen (1988). Our results offer information that can be used for research planning and design purposes, such as producing better informed non-nil hypotheses and estimating statistical power and planning sample size accordingly. We also offer information useful for understanding the relative importance of the effect sizes found in a particular study in relationship to others and which research domains have advanced more or less, given that larger effect sizes indicate a better understanding of a phenomenon. Also, our study offers information about research domains for which the investigation of moderating effects may be more fruitful and provide information that is likely to facilitate the implementation of Bayesian analysis. Finally, our study offers information that practitioners can use to evaluate the relative effectiveness of various types of interventions.
500 citations
Posted Content•
TL;DR: In this paper, the authors developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions, and found that the effect of perceived HRM practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcomes is moderated by perceived organisational support and leader-member exchange.
Abstract: This study contributes to our understanding of the mediating and moderating processes through which human resource management (HRM) practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived HRM practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived HRM practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader–member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.
481 citations
TL;DR: In this paper, the authors explore the impact on employee attitudes of their perceptions of how others outside the organization are treated (i.e., corporate social responsibility) above and beyond the impact of how employees are directly treated by the organization.
Abstract: We explore the impact on employee attitudes of their perceptions of how others outside the organization are treated (i.e., corporate social responsibility) above and beyond the impact of how employees are directly treated by the organization. Results of a study of 827 employees in eighteen organizations show that employee perceptions of corporate social responsibility (CSR) are positively related to (a) organizational commitment with the relationship being partially mediated by work meaningfulness and perceived organizational support (POS) and (b) job satisfaction with work meaningfulness partially mediating the relationship but not POS. Moreover, in order to address limited micro-level research in CSR, we develop a measure of employee perceptions of CSR through four pilot studies. Employing a bifactor model, we find that social responsibility has an additional effect on employee attitudes beyond environmental responsibility, which we posit is due to the relational component of social responsibility (e.g., relationships with community).
419 citations
01 Sep 2016
TL;DR: In this article, a meso-mediated moderation model was developed and tested to explain the underlying mechanisms through which socially responsible human resource management affects employee task performance and extra-role helping behavior.
Abstract: Socially responsible human resource management (SRHRM), defined as corporate social responsibility (CSR) directed at employees, underpins the successful implementation of CSR. While its relationship with employee social behavior has been conceptualized and received some empirical support, its effect on employee work behaviors has not been explored. In this article we develop and test a meso-mediated moderation model that explains the underlying mechanisms through which SRHRM affects employee task performance and extra-role helping behavior. The results of multilevel analysis show that organization-level SRHRM is an indirect predictor of individual task performance and extra-role helping behavior through the mediation of individual-level organizational identification. In addition, the mediation model is moderated by employee-level perceived organizational support and the relationship between organizational identification and extra-role helping behavior is moderated by organization-level cooperative norms. ...
379 citations
TL;DR: Resilient nurses and those who perceived higher organisational and social support were more likely to report lower anxiety related to COVID-19, a pandemic-related anxiety among frontline nurses.
Abstract: Aim This study examines the relative influence of personal resilience, social support and organisational support in reducing COVID-19 anxiety in frontline nurses. Background Anxiety related to the COVID-19 pandemic is prevalent in the nursing workforce, potentially affecting nurses’ well-being and work performance. Identifying factors that could help maintain mental health and reduce coronavirus-related anxiety among frontline nurses is imperative. Currently, no studies have been conducted examining the influence of personal resilience, social support and organisational support in reducing COVID-19 anxiety among nurses. Methods This cross-sectional study involved 325 registered nurses from the Philippines using four standardised scales. Results Of the 325 nurses in the study, 123 (37.8%) were found to have dysfunctional levels of anxiety. Using multiple linear regression analyses, social support (β = −0.142, p = 0.011), personal resilience (β = −0.151, p = 0.008) and organisational support (β = −0.127, p = 0.023) predicted COVID-19 anxiety. Nurse characteristics were not associated with COVID-19 anxiety. Conclusions Resilient nurses and those who perceived higher organisational and social support were more likely to report lower anxiety related to COVID-19. Implication for Nursing Management COVID-19 anxiety may be addressed through organisational interventions, including increasing social support, assuring adequate organisational support, providing psychological and mental support services and providing resilience-promoting and stress management interventions.
341 citations
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TL;DR: In this paper, the coherence des croyances des employes dans l'implication de l'organisation a son egard et le role d'un tel soutien organisationnel ainsi que l'ideologie d'echange sur l'absenteisme is discussed.
Abstract: Deux etudes mettent a l'epreuve plusieurs hypotheses concernant la coherence des croyances des employes dans l'implication de l'organisation a son egard et le role d'un tel soutien organisationnel ainsi que de l'ideologie d'echange sur l'absenteisme
6,288 citations
"Perceived Organizational Support" refers background or methods in this paper
...In short, it represents “employees' inferences concerning the organization's commitment to them” (Eisenberger et al., 1986, p. 500)....
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...Beliefs about the organization’s commitment are thought to stem from employees’ interactions with other members who are seen as representatives of the organization; attributions about those members and interactions are then extended to the entire organization (Eisenberger et al., 1986)....
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...► Practitioners or researchers who would like to assess POS should consider one of the many versions of the Survey of Perceived Organizational Support (e.g., Eisenberger, Fasolo, & Davis-LaMastro, 1990; Eisenberger et al., 1986)....
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...The most commonly used measure is the Survey of Perceived Organizational Support (Eisenberger et al., 1986), of which there are many versions, of varying lengths....
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...Example items include, “The organization cares about my opinions” and “The organization strongly considers my goals and values” (Eisenberger, Cummings, Armeli, & Lynch, 1997; Eisenberger et al., 1986)....
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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.
5,828 citations
TL;DR: Evidence consistent with the view that POS completely mediated a negative relationship between PSS and employee turnover is found, suggesting that supervisors, to the extent that they are identified with the organization, contribute to POS and, ultimately, to job retention.
Abstract: 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.
2,317 citations
TL;DR: The favorableness of high-discretion job conditions was found to be much more closely associated with POS than was the favorablness of low-discrete job conditions, and no relationship was found between job conditions and satisfaction.
Abstract: 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.
1,506 citations
"Perceived Organizational Support" refers background in this paper
...In general, organizational support theory argues that factors under the organization’s control are more likely to be associated with POS, because those factors are voluntary, rather than compulsory; if the organization chooses to be supportive (or not), then it is more meaningful and reflects intent (Eisenberger et al., 1997)....
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...…theory argues that factors under the organization’s control are more likely to be associated with POS, because those factors are voluntary, rather than compulsory; if the organization chooses to be supportive (or not), then it is more meaningful and reflects intent (Eisenberger et al., 1997)....
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