SummaryAlthough 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.

The authors report that beliefs favoring the reciprocation of unfavorable treatment form a unitary factor that is distinct from beliefs favoring the reciprocation of favorable treatment. Individual differences in endorsement of this negative reciprocity norm were related to (a) beliefs that people are generally malevolent; (b) inclination toward anger in everyday life; (c) anger, disagreement, and ridicule directed toward a new acquaintance who treated participants unfavorably; and (d) reduced anxiety, positive emotional engagement, and encouragement of a new acquaintance who treated participants favorably. These findings suggest that individual differences in endorsement of the negative norm of reciprocity influence the extent of vengeance.

SummaryTwo field studies and a laboratory study examined the influence of reward for high performance on experienced performance pressure, intrinsic interest and creativity. Study 1 found that employees' expected reward for high performance was positively related to performance pressure which, in turn, was positively associated with the employees' interest in their jobs. Study 2 replicated this finding and showed that intrinsic interest, produced by performance pressure, was positively related to supervisors' ratings of creative performance. Study 3 found that college students' receipt of reward for high performance increased their experienced performance pressure which, in turn, was positively related to intrinsic interest and creativity.

L. Rhoades and R. Eisenberger (2002) reported the meta-analytic finding of a highly statistically significant relation between perceived organizational support (POS) and performance but concluded that the reviewed studies' methodology allowed no conclusion concerning the direction of the association. To investigate this issue, the authors assessed POS and extra-role performance 2 times, separated by a 3-year interval, among 199 employees of an electronic and appliance sales organization. Using a cross-lagged panel design, the authors found that POS was positively associated with a temporal change in extra-role performance. In contrast, the relation between extra-role performance and temporal change in POS was not statistically significant. These findings provide evidence that POS leads to extra-role performance.

It has been suggested that the two cerebral hemispheres play different roles in the maintenance and updating of an individual's beliefs. In particular it has been suggested that the left hemisphere (LH) forms consistent beliefs, whereas the right hemisphere (RH) monitors for inconsistencies or anomalies in reference to these beliefs. If some threshold of inconsistencies is detected, the role of the RH is to update the LH's belief system accordingly. Handedness may reflect the degree to which the two hemispheres exchange information such that the more strongly handed an individual is, the less interhemispheric communication may take place, thus attenuating this updating process. Two studies were carried out that confronted participants with conflicting, anomalous sensory information by tapping on both the participant's real hand and a fake hand in synchrony. One conclusion would be to update the LH belief system to include the fake hand as their own and consciously experience the taps as coming from the fake hand. It was predicted that this experience would vary with handedness such that the more strongly handed a participant was, the less they would experience the sensory illusion. Study 1 supported this, with more strongly handed participants reporting lesser degrees of the illusion. A second study replicated this effect and included a variable that measured the time it took for a participant to experience the illusion. A non-significant trend was present such that more strongly handed participants were slower to experience the illusion. Last, although the illusion was felt equally in both the left and right hand conditions, correlations between handedness and the illusion were only present in the left hand condition. A model of how interhemispheric interaction may function in maintaining beliefs and consciousness is presented.