A Reliability Generalization Study on the Survey of Perceived Organizational Support

Hellman, Chan M.; Fuqua, Dale R.; Worley, Jody A.

doi:10.1177/0013164406288158

Cited by 48 publications

(37 citation statements)

References 61 publications

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“…On this basis alone, one might recommend against using the three-item version when the eight-item version and the 16-item version perform better. This adds clarification to the statement by Rhoades and Eisenberger (2002) that 'the use of shorter versions does not appear problematic' (p. 699) and affirms a recommended caution with use of an extreme reduction in the number of SPOS items (Hellman, Fuqua & Worley, 2006). Table 2 reveal several interesting coefficients relative to answering the question of whether or not the versions are interchangeable.…”

Section: Discussionmentioning

confidence: 51%

The survey of perceived organisational support: Which measure should we use?

2009

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The psychometric properties of the original 36-item Survey of Perceived Organisational Support (SPOS) was examined along with a variety of shorter versions currently in use (16 items, eight items and three items). Factor analysis of the original SPOS measure is supportive of the original fi nding that the SPOS is unidimensional. Correlations among factor scores and SPOS scale scores suggest that either the eight-item or 16-item version would be just as effective as the 36-item version but even more effi cient. Convergent validity results also indicate similar proportions of variance in versions of SPOS scores accounted for by selected organisational variables.

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Section: Discussionmentioning

confidence: 51%

The survey of perceived organisational support: Which measure should we use?

2009

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“…Supervisors' perceptions of organizational support were assessed using eight items that loaded highly on the Survey of Perceived Organizational Support (Eisenberger et al, ). Sample items were “[Name of the organization] really cares about me” and “[Name of the organization] shows very little concern for me (Reversed scored).” Prior research has consistently reported unidimensionality and high construct and predictive validity of versions of the survey of this length (Eisenberger & Stinglhamber, ; Hellman, Fuqua, & Worley, ; Rhoades & Eisenberger, ).…”

Section: Methodsmentioning

confidence: 98%

The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment

et al. 2013

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SummaryWe present three studies providing an increased understanding of the interdependence between perceived organizational support (POS) and leader–member exchange (LMX). Using employees from a social service agency and new hires from a variety of organizations, we report evidence for a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high‐quality LMX relationships with their subordinates (first link), who interpret high‐quality LMX as support from the organization (subordinate POS, second link) and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior). The relationship between supervisor POS and LMX with subordinates was strongly moderated by supervisor fear of exploitation in exchange relationships (reciprocation wariness), holding only for supervisors with low reciprocation wariness. Consistent with the view that employees perceive the organization as partly responsible for treatment received from supervisors, LMX was found to be more strongly related to POS when employees highly identified their supervisors with the organization (supervisor's organizational embodiment), and this interaction extended to reduced withdrawal behavior. Copyright © 2013 John Wiley & Sons, Ltd.

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“…POS is defined as "global beliefs [that employees develop] concerning the extent to which the organization values their contributions and cares about their well being" (Rhoades & Eisenberger, 2002, p. 698 A meta-analysis of 70 empirical studies indicated that POS correlated with outcomes like performance, organizational commitment, and job satisfaction (Hellman, Fuqua, & Worley, 2006;Rhoades & Eisenberger, 2002). Antecedents linked to POS include fairness of treatment, support from organizational representatives, and human resource practices such as job security, autonomy, and participation in decision making (Eisenberger, Jones, Aselage, & Sucharski, 2004).…”

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confidence: 99%

Caring as a Managerial Strategy

Kroth

Keeler

2009

Human Resource Development Review

113

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The purpose of this article is to broaden the discourse about caring as a managerial strategy by describing caring from three perspectives: nursing, education, and management. The authors suggest that current organizational models inadequately address the caring connection between manager and employee. Definitions of managerial caring and care building are offered. A model, the Recursive Model of Manager—Employee Caring, is proposed and discussed. Potential lines of inquiry associated with the model and implications for HRD are reviewed.

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A Reliability Generalization Study on the Survey of Perceived Organizational Support

Cited by 48 publications

References 61 publications

The survey of perceived organisational support: Which measure should we use?

The survey of perceived organisational support: Which measure should we use?

The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment

Caring as a Managerial Strategy

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