Work‐group and organizational support: A test of distinct dimensions

Abstract

Using data from 467 members of a large firm in the United States, this paper found that perceived work‐group support is a distinct construct from perceived organizational support. To reinforce the uniqueness of the constructs, the work‐group and organizational support constructs exhibited meaningful, differential relationships with six of eight variables reflecting different levels of exchange relationships and commitments. The implications of these findings are discussed.

Organizational Commitment and Rewards in Thailand, with Comparison between University Graduates and Others

“…Empirical work typically confirms a positive relationship between co-worker support and OC of Western employees (Chiaburu & Harrison, 2008;Self, Holt, & Schaninger, 2005;Steijn & Leisink, 2006) and Chinese employees (He, Lai, & Lu, 2011;Miao, et al, 2013;Nazir, et al, 2016), although some recent work on Chinese employees find no evidence of such relationship (Newman & Sheikh, 2012;Wang, 2008).…”

Organizational Commitment and Rewards in Vietnam, with Comparison between University Graduates and Others

“…Empirical work typically confirms a positive relationship between co-worker support and OC of Western employees (Chiaburu & Harrison, 2008;Self, Holt, & Schaninger, 2005;Steijn & Leisink, 2006) and Chinese employees (He, et al, 2011;Miao, et al, 2013;Nazir, et al, 2016), although some recent works on Chinese employees find no evidence of such relationship (Newman & Sheikh, 2012;Wang, 2008).…”

Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

“…Empirical work typically confirms a positive relationship between co-worker support and OC of Western (Chiaburu & Harrison, 2008;Self, Holt, & Schaninger, 2005;Steijn & Leisink, 2006) and Chinese employees (He, et al, 2011;Miao, et al,Although this relationship has not been fully tested in the field of Asian countries, it should be assumed to exist in Malaysia which is a member of collectivist cultures characterized as having high loyalty towards the organization and its goals, seeing themselves as interdependent with others, taking action jointly on a cooperative rather than competitive basis, and as valuing joint efforts and group rewards (Hofstede, 1980). The collectivistic culture of this country may party be attributed to its expansive household structures in villages where various relatives interact each other freely and openly (Tsubouchi & Maeda, 1977).…”