Does Perceived Organizational Support Mediate the Relationship Between Procedural Justice and Organizational Citizenship Behavior?

710

662

The relationship between subordinates' perceptions of abusive supervision and supervisors' evaluations of subordinates' organizational citizenship behavior (OCB) was explored among a sample of 373 Air National Guard members and their military supervisors. As predicted, the relationship between abusive supervision and subordinates' OCB was stronger among subordinates who defined OCB as extra-role behavior (compared with those defining OCB as in-role behavior), and this effect was fully mediated by the interactive effect of procedural justice and OCB role definitions. The study's implications for theory and research are discussed, its limitations are identified, and directions for future research are suggested.

Section: Mediating Effects Of Procedural Justicementioning

confidence: 76%

Abusive supervision and subordinates' organizational citizenship behavior.

Zellars¹,

Tepper²,

Duffy³

2002

710

662

“…POS and psychological contract fulfillment have separately been found to be associated with organizational citizenship behavior (Robinson & Morrison, 1995;Turnley & Feldman, 1999;Eisenberger et al, 1990;Moorman, Blakely & Niehoff, 1998).…”

Section: Using Pos and The Psychological Contract To Predict Organizamentioning

confidence: 99%

“…Researchers have proposed a number of dimensions of organizational citizenship behavior (Organ, 1988;Van Dyne, Graham & Dienesch, 1994) among which civic virtue and loyalty have been used in prior studies to examine the consequences of perceived organizational support (Moorman et al, 1998) and psychological contract fulfillment (Robinson & Morrison, 1995). As the two constructs adopt a different basis upon which employees reciprocate (level of Psychological contracts and perceived organizational support organizational support versus the discrepancy between what is promised and delivered), we propose that both will remain important predictors of citizenship behavior when examined concurrently.…”

Section: Using Pos and The Psychological Contract To Predict Organizamentioning

confidence: 99%

“…Supportive of the underlying norm of reciprocity, a positive relationship has been found between POS and organizational commitment (Eisenberger, Fasolo & Davis-LaMastro, 1990;Shore & Tetrick, 1991;Shore & Wayne, 1993), in-role performance (Eisenberger et al, 1986;, organizational citizenship behavior (Moorman, Blakely & Niehoff, 1998;Shore & Wayne, 1993;Wayne, Shore & Liden 1997) and a negative relationship with absenteeism (Eisenberger et al, 1986). …”

mentioning

confidence: 99%

See 1 more Smart Citation

Exchange Relationships: Examining Psychological Contracts and Perceived Organizational Support.

Coyle‐Shapiro

Conway

2005

461

319

Psychological contracts and perceived organizational support Exchange relationships: Examining psychological contracts and perceived organizational support Three hundred and forty seven public sector employees were surveyed on four measurement occasions to investigate the conceptual distinctiveness of the psychological contract and perceived organizational support (POS) and how they are associated over time. Results support the distinctiveness of the two concepts. In terms of their inter-relationships over time, drawing on psychological contract theory, we found little support for a reciprocal relationship between POS and psychological contract fulfillment. Under an alternative set of hypotheses, drawing on organizational support theory and by separating psychological contract fulfillment into its two components (perceived employer obligations and inducements), we found that perceived employer inducements was positively related to POS which, in turn, was negatively related to perceived employer obligations. Finally, the results suggest that POS and the components of psychological contract fulfillment are more important in predicting organizational citizenship behavior than psychological contract fulfillment.

“…Relatedly, future research might examine the role of procedural justice while controlling for these other types of justice perceptions. More broadly, perceived organizational support (Moorman, Blakely, & Niehoff, 1998;Rhoades & Eisenberger, 2002), leader-member exchange (Wayne et al, 2002), and trust in supervisors (Konovsky & Pugh, 1994) are variables to be examined in future research. We would not be surprised to find that individual differences moderate the effects of these variables on OCB role definitions and that OCB role definitions moderate the effects of these variables on behavior.…”

Section: Limitationsmentioning

confidence: 99%

"All in a Day's Work": How Follower Individual Differences and Justice Perceptions Predict OCB Role Definitions and Behavior.

Kamdar¹,

McAllister²,

Turban³

2006

188

183

The authors draw on theories of social exchange and prosocial behavior to explain how employee perceptions of procedural justice and individual differences in reciprocation wariness, empathic concern, and perspective taking function jointly as determinants of organizational citizenship behavior (OCB) role definitions and behavior. As hypothesized, empirical findings from a field study show both direct and interactive effects of procedural justice perceptions and individual differences on OCB role definition. In turn, OCB role definitions not only predict OCB directly but also moderate the effects of procedural justice perceptions on OCB. The authors explore the implications of these findings for practice as well as research.