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

Abstract

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.

Why Are Your Employees Leaving the Organization? The Interaction Effect of Role Overload, Perceived Organizational Support, and Equity Sensitivity

“…In organizational support theory [21], perceived organizational support (POS) refers to the assurance that aid will be available from the organization when employees require it to carry out their job effectively and to deal with stressful situations [22]. Those who perceive organizational support undergo three psychological processes based on reciprocity.…”

Enhancing the Employee Engagement: The Mediating Role of Exchange Ideology

“…This research discovered that exchange ideology could be the mediator that linked self-efficacy and person-organization fit to employee engagement. This contribution is important because most of the previous researchers suggest exchange ideology as a moderating variable (Ahn, Lee & Yun 2016;Eisenberger et al 1986;He et al 2014;Ladd & Henry 2000;Orpen 1994;Pazy & Ganzah 2010;Redman & Snape 2005;Scott & Colquitt 2007;Takeuchi, Yun & Wong 2011;Witt 1991Witt , 1992Witt & Broach 1993;Witt, Kacmar & Andrews 2001). Only a few researchers that posit this construct in the mediating role (Ravlin et al 2012).…”

Local intermediaries and their organisational identification in a French subsidiary

“…First, the findings illustrate that fulfilling a role as local intermediary affects identification processes among subsidiary employees. This points to the need for conceptualizing local intermediaries identifications, since identification with the organization is likely to improve their performance in this role (Asforth et al 2008;He et al, 2014;Vora et al, 2007). Therefore, the study contributes to filling a gap in the literature on languages in international business that has so far paid scarce attention to identification processes among groups of employees with language proficiency in the corporate language.…”

“…The organizational literature holds that if employees identify strongly with their organization, they are more likely to act in line with its interests and even to see self-interests as conflating with those of the focal organization (Ashforth et al, 2008;He et al, 2014). This establishes the importance of comprehending processes of organizational identification among local employees who thanks to their language capital, function as intermediaries in headquarter-subsidiary communication.…”