A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Riggle, Robert J.; Edmondson, Diane R.; Hansen, Jo‐Ida C.

doi:10.1016/j.jbusres.2008.05.003

Cited by 541 publications

(467 citation statements)

References 23 publications

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“…The results indicated that management attitudes can positively or negatively influence commitment. Interestingly, these results had similar results in the research of Riggle, Edmondson and Hansen (2009). Concern about engagement and its results was also investigated by Chen and Francesco (2003), who analyzed the impact of organizational performance impairment.…”

Section: Theoretical Referencesupporting

confidence: 72%

“…This may be related to the change of management occurred in the period and with the consequent change of administration, a fact assessed negatively by the participants. This line of thought, which associates the commitment to leadership, was highlighted in the work of Bergamini (2002) and Marques, Medeiros, França and Ribeiro (2007), Maciel and Nascimento (2012) and Zanini, Santos and Lima (2000) in Brazilian studies, as well as those of Thatcher, Stepina and Boyle (2002), Ragu-Nathan et al (2008), Riggle, Edmondson and Hansen (2009). This may also indicate a need for ongoing evaluation through constant concern about how to lead an organization, as the impacts on reducing commitment can have disastrous consequences for both the organization itself and the service delivery.…”

Section: Interpersonal Relationship and Communication 21 32mentioning

confidence: 88%

“…The studies deal with construct diagnoses in organizations (Schmidt & Pinheiro, 2003;Moraes & Costa, 2007;Yoshitake, Fraga, Torres, & Passos, 2009;Botelho & Paiva, 2010;Roman, Stefano, Andrade, & Zampier, 2012;Paiva, La Falce, & de Muylder, 2013;Soares & Fleck, 2014), investigations of construct relationship with consumer behavior and marketing strategies (Prado & Santos, 2007;Ferreira & HorMeyll, 2012;Alves, Terris, & Santos, 2013), relationship with leadership (Bergamini, 2002;Marques, Medeiros, França, & Ribeiro, 2007;Maciel & Nascimento, 2012;Zanini, Santos, & Lima, 2015, Thatcher, Stepina, & Boyle, 2002Riggle, Edmondson, & Hansen, 2009), the relationship with organizational learning (Varga, Birrer, & Minello, 2012;Caprioli & Araújo, 2016), relationship with organizational performance (Valadares, Lima, 2007, Thatcher, Stepina, & Boyle, 2002Riggle, Edmondson & Silva, 2009;Scheible & Bastos, 2007;Reis Neto, Kilimnik, Melo, & Theotônio, 2012), among other connections.…”

Section: Introductionmentioning

confidence: 99%

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Organizational Commitment: Longitudinal Study in a Public Higher Education Organization

Falce

Paiva

Muÿlder

et al. 2017

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. JEFFERsoN lopEs la FalCEUniversidade FUMEC, Belo Horizonte -MG -Brazil. KElY CÉsaR MaRTINs DE paIVaUniversidade Federal de Minas Gerais (UFMG), Belo Horizonte -MG -Brazil. CRIsTIaNa FERNaNDEs DE MuYlDERUniversidade FUMEC, Belo Horizonte -MG -Brazil. MaRTa MaRIa Dos saNTos MoRaIs10.1590/1678-69712017/administracao.v18n6p124-148 Submission: May 5, 2017. acceptance: aug. 2, 2017. Evaluation system: double-blind review. universidade presbiteriana Mackenzie (upM). silvio popadiuk (Editor-in-chief), Fabiano larentis (associate editor), p. 124-148.Organizational Commitment: longitudinal study in a public higher-education organization originality/value: Although the study of commitment is frequent in academia when a national article base (Spell) and another international study (Scopus) were found, no longitudinal study was found. In this direction, monitoring the commitment for periods of time takes peculiar contours, since the type of work performed within an organization, considering possible management changes, tends to be to establish different links between workers.Design/methodology/approach: The research was descriptive with a methodological triangulation using a case study. It is possible to analyze quantitatively and qualitatively the understanding of the affection in the bases: effective, calculative and normative, according to Meyer and Allen model (1991). Findings:The results indicated a reduction of the effective commitment in the second year of research, and could be related to the change of position of the new direction and, still can verify qualitative and quantitative concerning the change of organizational commitment in the researched years.

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Section: Theoretical Referencesupporting

confidence: 72%

Section: Interpersonal Relationship and Communication 21 32mentioning

confidence: 88%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Organizational Commitment: Longitudinal Study in a Public Higher Education Organization

Falce

Paiva

Muÿlder

et al. 2017

RAM, Rev. Adm. Mackenzie

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“…Organizational support is defined as the extent to which workers perceive that the organization values their contributions and cares about their wellbeing [4]. This is a key factor in influencing worker commitment to the organization, job satisfaction, and general quality of work life.…”

Section: A Organizational Supportmentioning

confidence: 99%

Roles of Organizational Support in Quality of Work Life in Insurance Industry

Rozaini¹,

Norailis²,

Aida³

2015

JOEBM

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Abstract-In current business scenarios, the workforce in Malaysia has often called to acquire core competencies and maintain their competitiveness in a global market. Further, with the implementation of various policies pertinent to employment including the retirement age and minimum wages, the workplace is no more a pleasant place. Workers need to be more innovative, creative and talented to sustain employment. For such reasons, this paper attempts to examine the relationship between quality of work life and organizational support in insurance industry. The results showed that satisfaction with the job (M=3.68); successful people, directed or influenced by its own commitment to achieve organizational goals (M=3.55); know and understand the policies and processes to do their job better (M=3.54). These results are important because it show the relationships between job satisfaction and organizational support are intertwined and closely related to organization performance. This paper proposed practical solutions that help management or decision-makers to highlight the most influential factors in the development of their organization.Index Terms-Organizational support, quality of work life, job satisfaction, insurance industry.

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“…Finally, employees who feel support tend to offer affiliation and loyalty in return (Eisenberger, Fasolo, and Davis-LaMastro, 1990;Settoon, Bennett, and Liden, 1996). Gouldner's (1960) Job satisfaction, a key and current topic in Management (e.g., Riggle, Edmondson, and Hansen, 2009;Kim, Knight, and Crutsinger, 2009;Snipes, Oswald, LaTour, and Armenakis, 2005) and Marketing (e.g., Alexandrov, Babakus, and Yavas, 2007), reflects an individual's psychological well-being on the job (Singh et al, 1994). Research in Marketing primarily focuses on the relationship between organizational support and job satisfaction.…”

Section: Research Hypothesesmentioning

confidence: 99%

Employees' external representation of their workplace: Key antecedents

Lages

2012

Journal of Business Research

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Drawing on attitude theory, this study investigates the drivers of employees' expression of favorable opinions about their workplace. Despite its theoretical and managerial importance, the marketing literature largely ignores the topic. This study advances prior research by developing, and empirically testing, a conceptual framework Based on a sample of over 700 frontline service employees, this study finds that workgroup support affects favorable external representation of the workplace through various emotional responses (i.e., emotional exhaustion, job satisfaction and organizational commitment). In addition, the results identify employees' organizational commitment as the most important determinant of favorable external representation of the workplace, followed by job satisfaction and reduced emotional exhaustion. These results suggest that companies should develop practices that encourage workgroup support and organizational commitment to achieve favorable external representation of the workplace.

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A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Cited by 541 publications

References 23 publications

Organizational Commitment: Longitudinal Study in a Public Higher Education Organization

Organizational Commitment: Longitudinal Study in a Public Higher Education Organization

Roles of Organizational Support in Quality of Work Life in Insurance Industry

Employees' external representation of their workplace: Key antecedents

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