Perceived organizational support as a mediator between relational exchange and organizational identification

Sluss, David M.; Klimchak, Malayka; Holmes, Jeanne Johnson

doi:10.1016/j.jvb.2008.09.001

Cited by 236 publications

(210 citation statements)

References 38 publications

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“…• OI parIally mediates the relaIonship between POS and AC → consistent with (a) the assumpIon that idenIty processes play a role in the relaIonship between POS and AC (Lee & Peccei, 2007;, and (b) previous studies in which POS was found to be posiIvely related to OI (e.g., Sluss, Klimchak, & Holmes, 2008). …”

Section: Discussionsupporting

confidence: 83%

Organizational Identification and Commitment: The Impact of POS and Prestige

et al. 2012

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Section: Discussionsupporting

confidence: 83%

Organizational Identification and Commitment: The Impact of POS and Prestige

et al. 2012

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“…For example, perceived organizational justice (Blader and Tyler, 2009;Cheung and Law, 2008;Frazier et al, 2010;Tyler and Blader, 2003;Walumbwa, Avolio and Zhu, 2008) and leader-member exchange (Tangirala, Green and Ramanujam, 2007) have been shown to be important antecedents of OID. In addition, the positive effect of POS on OID has been supported by the results of a number of studies (e.g., Edwards, 2009;Edwards and Peccei, 2010;Sluss, Klimchak and Holmes, 2008). This study aims to extend recent work on the social exchange antecedents of OID by examining the moderating effect of employees' exchange ideology on the effect of POS on OID, and by incorporating the employee investment model (i.e., employee investment in organization stemming from the investment model) in explaining OID.…”

Section: Introductionmentioning

confidence: 83%

“…For example, Wiesenfeld, Raghuram and Garud (2001) found that perceived work-based social support -the degree to which individuals perceive that they have positive social relationships with others in the workplaceis positively related to OID among virtual workers. Sluss, Klimchak and Holmes (2008) found that POS mediates the effect of leader-member exchange on OID. Further, POS is positively related to OID, and mediated the effect of HR-related environment on OID (Edwards, 2009).…”

Section: Perceived Organizational Support (Pos) and Oidmentioning

confidence: 96%

“…Edwards and Peccei, 2010;Gibney et al, 2011;Sluss, Klimchak and Holmes, 2008;Sturges, Conway and Liefooghe, 2010), and that this effect tends to be stronger when exchange ideology is stronger or when employee investment is lower. These contrasting moderating effects of exchange ideology and employee investment, due to their unique theoretical moderating mechanisms, suggest a joint moderating effect by these two variables on the effect of POS on OID.…”

Section: The Main and Moderating Effects Of Employee Investmentmentioning

confidence: 99%

“…Recent research has paid increasing attention to the social exchange antecedents of OID, such as perceived organizational support (POS) (Edwards, 2009;Edwards and Peccei, 2010;Gibney et al, 2011;Sluss, Klimchak and Holmes, 2008;Sturges, Conway and Liefooghe, 2010). This line of research incorporates the insights from two major theories of employeeorganization relationship, namely social identity and social exchange.…”

Section: Introductionmentioning

confidence: 99%

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Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Pham

Baruch

et al. 2014

The International Journal of Human Resource Management

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Organizational identification (OID) can be developed out of social exchange practices within an organizational setting. Drawing on social exchange theory, we propose that the effect of perceived organizational support (POS) on OID is stronger for employees with stronger exchange ideology. We further argue that employee investment in an organization may also create a social exchange process that positively influences OID. We expect that employee investment moderates not only the effect of POS on OID, but also the enhancing effect of exchange ideology on the effect of POS on OID. Specifically, POS has a stronger positive effect on OID when exchange ideology is high and when employee investment is low.When employee investment is high, POS has a weaker effect on OID regardless of employees' exchange ideology. These effects were empirically supported by a survey.Theoretical and practical implications are also discussed.

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Perceived Organizational Support

Brown

Roloff²

2015

The International Encyclopedia of Interpersonal Communication

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Employees who perceive themselves and their work contributions as valued, supported, and cared about by the organizations they work for are empowered with perceived organizational support. Scholars have recognized that employees vary with levels of perceived organizational support, with higher levels linked to more job satisfaction, commitment, performance quality, and well‐being, and lower levels with burnout and intentions to quit. Because this global belief of perceived organizational support arises from interacting with others, organizational communication and perceived organizational support are inherently linked. Functioning as both a social exchange with employees and a resource to replenish those diminished by or related to work, perceived organizational support also improves leader–member exchange and cultivates improved perceptions of organizational justice.

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Perceived organizational support as a mediator between relational exchange and organizational identification

Cited by 236 publications

References 38 publications

Organizational Identification and Commitment: The Impact of POS and Prestige

Organizational Identification and Commitment: The Impact of POS and Prestige

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Perceived Organizational Support

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