When supervisors feel supported: Relationships with subordinates' perceived supervisor support, perceived organizational support, and performance.

The authors surveyed full-time retail employees and their supervisors to investigate relationships of supervisors' perceived organizational support (POS) with subordinates' perceptions of support from their supervisors (perceived supervisor support [PSS]), POS, and in-role and extra-role performance. The authors found that supervisors' POS was positively related to their subordinates' perceptions of supervisor support. Subordinates' PSS, in turn, was positively associated with their POS, in-role performance, and extra-role performance. Beyond these bivariate relationships, subordinates' perceptions of support from the supervisor mediated positive relationships of the supervisors' POS with the subordinates' POS and performance. These findings suggest that supervisors who feel supported by the organization reciprocate with more supportive treatment for subordinates. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationships among organizational family support, job autonomy, perceived control, and employee well-being.

The authors analyzed data from the 2002 National Study of the Changing Workforce (N = 3,504) to investigate relationships among availability of formal organizational family support (family benefits and alternative schedules), job autonomy, informal organizational support (work-family culture, supervisor support, and coworker support), perceived control, and employee attitudes and well-being. Using hierarchical regression, the authors found that the availability of family benefits was associated with stress, life satisfaction, and turnover intentions, and the availability of alternative schedules was not related to any of the outcomes. Job autonomy and informal organizational support were associated with almost all the outcomes, including positive spillover. Perceived control mediated most of the relationships. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceived organizational support: A review of the literature.

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. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Stable predictors of job satisfaction, psychological strain, and employee retention: An evaluation of organizational change within the New Zealand Customs Service.

Recent changes in employment conditions have resulted in the increased exposure of workers to unfavorable job characteristics and to consequential increases in adverse individual and organizational health outcomes. In this article the authors evaluate the steps undertaken by one proactive employer to reduce these adverse outcomes. Three organization-wide surveys (n = 350, 316, and 405) were conducted over a 3-year period within the New Zealand Customs Service to determine the influence of perceived job conditions on individual and organizational health outcomes. Staff retention and employee satisfaction significantly improved over time and these increases were attributable to workplace improvements. Stable predictors of job satisfaction included minor daily stressors, positive work experiences, job control, and perceived supervisor support. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Exploring relationships among anger, perceived organizational support, and workplace outcomes.

The present study examines anger within a perceived organizational support (POS) theory framework. Using structural equation modeling, the authors explored relationships among POS, anger, and workplace outcomes in a sample of 1,136 employees in 21 stores of a U.S. retail organization. At both individual and store levels, low POS was directly associated with greater anger. At the individual level, anger partially mediated relationships among low POS and turnover intentions, absences, and accidents on the job. Anger had direct and indirect effects on alcohol consumption and health-related risk taking. At the store level, anger had direct negative effects on inventory loss and turnover. The authors interpret these findings in light of social exchange theory and emotion regulation theory. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Affective commitment to the organization: The contribution of perceived organizational support.

Three studies examined the interrelationships among work experiences, perceived organizational support (POS), affective commitment (AC), and employee turnover. Using a diverse sample of 367 employees drawn from a variety of organizations, Study 1 found that POS mediated positive associations of organizational rewards, procedural justice, and supervisor support with AC. Study 2 examined changes of POS and AC in retail employees over a 2-year span (N?=?333) and a 3-year span (N?=?226). POS was positively related to temporal changes in AC, suggesting that POS leads to AC. Study 3 found a negative relationship between POS and subsequent voluntary employee turnover that was mediated by AC in retail employees (N?=?1,124) and in poultry- and feed-processing workers (N?=?262). These results suggest that favorable work conditions operate via POS to increase AC, which, in turn, decreases employee withdrawal behavior. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Support from the top: Supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships.

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The work-family interface and job performance: Moderating effects of conscientiousness and perceived organizational support.

Based on conservation of resources (COR) theory, the authors hypothesized that two aspects of the work-family interface--family-to-work conflict (FWC) and family-to-work enrichment (FWE)--are related to job performance. The authors also hypothesized that two variables moderate those relationships--individual differences in conscientiousness and aspects of the work environment in terms of perceived organizational support (POS). Data collected from a matched set of 136 private sector workers and their respective supervisors revealed that high FWC was more strongly related to lower job performance: (1) among high- than low-conscientiousness workers and (2) among workers reporting low rather than high levels of organizational support. However, FWE was unrelated to job performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The interaction of social skill and organizational support on job performance.

The present study examined the moderating effect of perceived organizational support (POS) on the relationship between social skill and supervisor-rated job performance. On the basis of regulatory and activation models of behavior, the authors argue that low-POS environments activate social skill because they reflect situations in which interpersonal acuity is required to demonstrate effective job performance. Accordingly, the authors hypothesize that social skill is more strongly related to performance among workers reporting low rather than high levels of organizational support. Results of hierarchical moderated multiple regression analyses on data gathered from 2 samples support the hypothesis. These results suggest that the relevance of social skill to job performance may be dependent on contextual cues. Implications for substantive research, strengths and limitations, and directions for future research are offered. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Individual reactions to high involvement work processes: Investigating the role of empowerment and perceived organizational support.

This study sought to understand how high involvement work processes (HIWP) are processed at the employee level. Using structural equation modeling techniques, the authors tested and supported a model in which psychological empowerment mediated the effects of HIWP on job satisfaction, organizational commitment, job performance, and job stress. Furthermore, perceived organizational support (POS) was hypothesized to moderate the relationships between empowerment and these outcomes. With exception for the empowerment-job satisfaction association, support was found for our predictions. Future directions for research and the practical implications of our findings for both employees and organizations are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Testing the effort-reward imbalance model among Finnish managers: The role of perceived organizational support.

The present study is aimed at examining the combined effects of effort-reward imbalance (ERI), overcommitment (OVC), and perceived organizational support (POS) on turnover intentions and work engagement, among Finnish managers (n = 1,301). Consequently, the study contributes to the research literature by examining how the ERI-outcomes relationship was dependent simultaneously on OVC and POS. The results showed that ERI × OVC × POS interaction was significant only for turnover intentions. The ERI-turnover intentions relationship was strongest under conditions of high OVC and low POS. In addition, the relationship between ERI and decreased work engagement, especially dedication, was strengthened among overcommitted managers, compared to their less committed counterparts. Altogether, the results indicate that interventions aimed at reducing turnover intentions and increasing work engagement by increasing ERI should consider OVC and POS. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Antecedents and outcomes of organizational support for development: The critical role of career opportunities.

This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between organizational support for development and employee performance and turnover. Using a sample of 264 exempt-level employees and their supervisors, we found that participation in training classes, leader–member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development. We also found support for the moderator hypotheses. Specifically, development support positively related to job performance, but only when perceived career opportunity within the organization was high. Further, development support was associated with reduced voluntary turnover when perceived career opportunity was high, but it was associated with increased turnover when perceived career opportunity was low. Our study demonstrates that social exchange and career motivation theory work together to explain when and how employees' perceptions of organizational support for development relate to turnover and job performance. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

An examination of the role of perceived support and employee commitment in employee-customer encounters.

The authors examined the relationships between perceived organizational support, organizational commitment, commitment to customers, and service quality in a fast-food firm. The research design matched customer responses with individual employees' attitudes, making this study a true test of the service provider-customer encounter. On the basis of a sample of matched employee-customer data (N = 133), hierarchical linear modeling analyses revealed that perceived organizational support had both a unit-level and an employee-level effect on 1 dimension of service quality: helping behavior. Contrary to affective organizational commitment, affective commitment to customers enhanced service quality. The 2 subdimensions of continuance commitment to the organization--perceived high sacrifice and perceived lack of alternatives--exerted effects opposite in sign: The former fostered service quality, whereas the latter reduced it. The implications of these findings are discussed within the context of research on employee-customer encounters. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Engagement envers le supérieur et l'organisation, et rétention des employés: Le r?le modérateur de l'identité organisationnelle per?ue du supérieur.

The authors examined the relationships of commitments to organisations and supervisors with turnover intentions and turnover, as a function of supervisors' perceived organisational identity. In Study 1, the authors show that commitment to supervisors is associated with reduced turnover intentions only when employees perceive their supervisors to possess strong organisational identity, whilst organisational commitment is associated with lower turnover intentions irrespective of the strength of supervisors' perceived organisational identity. In Study 2, the authors demonstrate that when employees perceive their supervisors to possess strong organisational identity, only commitment to supervisors predicts voluntary turnover, whilst when supervisors are viewed as possessing weak organisational identity, only organisational commitment predicts turnover. The implications of this research for the study of commitment-turnover relationships are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Work--family conflict, perceived organizational support, and organizational commitment among employed mothers.

This study investigated the impact of work interfering with family (WIF) and family interfering with work (FIW) on women's organizational commitment and examined both the direct and moderating effects of their perceive& organizational support. Participants were 143 professional employed mothers with at least 1 preschool-age child. The study found that WIF was positively related to continuance organizational commitment but unrelated to affective commitment, and FIW was not related to either form of organizational commitment. Results also indicated that perceived organizational support exhibited a main effect on both types of commitment. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Family-Responsive Interventions, Perceived Organizational and Supervisor Support, Work-Family Conflict, and Psychological Strain.

This study examined organizational family-responsive policies, perceptions of the organization as family supportive, and supervisor support as issues that may be salient to the experience of conflict between paid employment (work) and family roles. Data were collected from 355 managerial personnel in New Zealand. Although work-family conflict and psychological strain were strongly linked, the availability of organizational policies had no significant association with levels of conflict or strain, whereas policy usage was related only to work-to-family interference and not to family-to-work interference. On the other hand, perceptions of the organization as family supportive and supervisor support for work-family balance displayed significant relationships with key variables, highlighting the importance of these variables for interventions designed to ameliorate the negative impact of work-family conflict on managerial well-being. Implications for the effective implementation of family-responsive interventions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Military sexual trauma services for women veterans in the Veterans Health Administration: The patient-care practice environment and perceived organizational support.

This study examined the direct care practice environment of military sexual trauma (MST) services for women veterans within the Veterans Health Administration Northwest region. The objectives were (a) to measure identified factors in the MST practice environment that influence the provision of care, (b) to measure levels of perceived organizational support (POS) among MST providers, and (c) to assess the association of key practice environment factors with levels of POS. Results of a cross-sectional survey found a relationship between MST practice environment variables and levels of POS (p     

Role conflict and burnout: The direct and moderating effects of political skill and perceived organizational support on burnout dimensions.

Drawing from previous research on the effect of role conflict on burnout and the Conservation of Resources theory, the authors propose that individual differences in political skill and perceptions of organizational support will be negatively related to burnout and will also moderate the relationship between perceived role conflict and burnout. In a sample of 120 professional employees, political skill was associated with less depersonalization and feelings of reduced personal accomplishment and moderated the role conflict-reduced personal accomplishment relationship. Perceived organizational support was associated with less emotional exhaustion and depersonalization and moderated the role conflict-emotional exhaustion relationship. Implications of results are discussed and directions for future research are offered. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements.

This review synthesizes much of the previous research since 1990 linking healthy workplace practices in organizations to employee well-being and organizational improvements. Based on the review, both a direct and an indirect link between healthy workplace practices and organizational improvements are proposed. Five general categories of healthy workplace practices were identified in the literature: work-life balance, employee growth and development, health and safety, recognition, and employee involvement. Previous research also suggests that the link between these practices and employee and organizational outcomes is contingent on the effectiveness of communication within the organization and the alignment of workplace practices with the organizational context. Finally, a discussion of some limitations of previous research and recommendations for future work in the area of healthy workplace practices are provided. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A trickle-down model of organizational justice: Relating employees' and customers' perceptions of and reactions to fairness.

This study developed and tested a trickle-down model of organizational justice that hypothesized that employees' perceptions of fairness should affect their attitudes toward the organization, subsequently influencing their behaviors toward customers. In turn, customers should interpret these behaviors as signals of fair treatment, causing them to react positively to both the employee and the organization. The model was tested on a sample of 187 instructors and their students. The results revealed that instructors who perceived high distributive and procedural justice reported higher organizational commitment. In turn, their students reported higher levels of instructor effort, prosocial behaviors, and fairness, as well as more positive reactions to the instructor. Overall, the results imply that fair treatment of employees has important organizational consequences because of customers' attitudes and future intentions toward key service employees. (PsycINFO Database Record (c) 2010 APA, all rights reserved)