Perceived organizational support: A review of the literature.

Abstract

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.

Teachers’ Emotional Labour and Burnout: Does Perceived Organizational Support Matter?

“…Perceived organizational support (POS) generally refers to the belief that employees form concerning the degree to which the organization in which they work for fulfils their socio-emotional needs, values their contributions and its readiness to reward the same, and cares about their wellbeing (Eisenberger, Huntington, Hutchison & Sowa, 1986;Rhoades & Eisenberger, 2002). POS is thought to develop over time through multiple interactions between employees and their employers and to reflect the degree to which employees perceive that their work organization is committed to them (Rhoades & Eisenberger, 2002).…”

“…POS is thought to develop over time through multiple interactions between employees and their employers and to reflect the degree to which employees perceive that their work organization is committed to them (Rhoades & Eisenberger, 2002). Hence, since POS engenders one's sense of commitment to care about the organization's welfare based on the reciprocity norm (e.g.…”

Exchange Relationships: Examining Psychological Contracts and Perceived Organizational Support.

“…In particular, organizational practices such as participation in decision making (Allen, Shore & Griffeth, 2003), fairness of rewards (Allen et al, 2003), developmental experiences and promotions (Wayne, Shore & Liden, 1997), autonomy (Eisenberger, Rhoades & Cameron, 1999) and job security (Rhoades & Eisenberger, 2002) Organizational support theory suggests that high levels of perceived organizational support obliges employees to reciprocate, based on the norm of reciprocity. Greenberg (1980) argues that individuals reduce feelings of indebtedness upon receiving rewards by engaging in behavioral reciprocation and by cognitively restructuring the situation.…”

Conexão Social Intraorganizacional, Suporte no Trabalho e Identificação Organizacional

“…Essa apresentação tridimensional do construto (i.e., suporte da organização, do chefe e dos colegas) se mostrou interessante em função da ampliação das relações teóricas entre o conceito de suporte e seus antecedentes e consequentes. Em termos gerais, o conceito esclarece que a percepção da medida em que organização, chefe e colegas estão comprometidos com o funcionário tem reflexos no sentimento de ligação do indivíduo com a sua instituição de trabalho, bem como influencia outras atitudes e comportamentos positivos para as organizações (Rhoades & Eisenberger, 2002). Eisenberger, Aselage, Sucharski e Jones (2004) esclarecem que a percepção de suporte gera um sentimento de obrigação (felt obligation) no funcionário e esse sentimento é condicionado pela influência das normas sociais de reciprocidade.…”

“…Portanto, ao olhar para a estrutura dos tipos de suporte no trabalho, é preciso atentar ao fato de que talvez a literatura não esteja falando de um único construto (Rhoades & Eisenberger, 2002), mas até talvez de construtos diferentes, a julgar pelos resultados do presente estudo. E, quando o membro organizacional não se restringe a considerar somente aqueles que considera como colegas e leva em conta os alters (contatos diretos) com os quais mantém interação mais frequente, os efeitos positivos desse domínio (i.e., alters de contato mais frequente) são generalizados à organização.…”