The main objective of this paper is to examine the relationship between perceived organizational support (POS) and organizational commitment of school teachers in the city of Chandigarh and Panchkula. The paper is driven theoretically by the social exchange theory, the concept of perceived organizational support (POS) which is the commitment of the organization to the employee, the norm of reciprocity, the organizational support theory as well as the other relevant literature in the human resource management and organizational behaviour research. The results of the study are in favor of the reciprocity norm. This paper contributes to the limited body of knowledge about the psychological processes underlying the formation of organizational commitment through the perspectives of the social exchange theory and the organizational support theory.

The paper aims at exploring employee perceptions in the form of perceived organizational support and studying its impact on organizational commitment and role stress. The paper is driven theoretically by the social exchange theory, the concept of perceived organizational support, which is the commitment of the organization towards the employee, the norm of reciprocity as well as the other relevant literature in the human resource management and organizational behaviour research. With increasing competition managing and retaining employees has become a critical issue for the present day organizations. Medical profession requires doctors to be committed and stress free for efficient performance. A major factor that affects job behaviour is the perceptions about the place of work. Thus, the study aims at exploring the role of building positive organizational perceptions in order to achieve most efficient work performance. The paper is based on an empirical study conducted on a sample of 332 doctors from a leading hospital in Chandigarh. The results indicate that perceptions of organizational support have a significant impact on both the commitment and role stress level of doctors. This paper contributes to the limited body of knowledge about the psychological processes underlying the formation of organizational commitment and reducing role stress through the perspectives of the social exchange theory and the organizational support theory.