Perception of support from the organization in relation to work stress, satisfaction, and commitment.

Abstract

In this chapter, we examine, as others have, the relationships between such concepts as work stress, social support, job satisfaction, and organizational commitment. Our aim is t o show that employees' "global belief concerning the organization's commitment to them" (Eisenberger, Fasolo, & Davis-Lamastro, 1990, p. 57) is a central factor in moderating the effects of work stress on them and on the organization (cf. Eisenberger et al., 1990;Eisenberger, Huntington, Hutchinson, & Sowa, 1986). First, we provide an introduction to the theoretical basis for our use of such terms as work stress, job satisfaction, organizational support, and so on. Second, we describe some empirical work to demonstrate that perceived support from the organization is strongly and causally linked to work stress. Finally, we discuss the possible organizational consequences, including consequences for corporate effectiveness, of our results.

Diversity, organizational commitment and organizational citizenship behavior: An organizing framework

“…Organizational policies and practices are two of the important elements that form the basis of the employee's assessment of organizational support (Guzzo, Noonan, & Elron, 1994). Research evidence has also shown that POS reduces work stress and acts as a buffer to work stress (Babakus, Cravens, Johnson, & Moncrief, 1996;Guzzo et al, 1994;Jones, Flynn, & Kelloway, 1995;Stamper & Johlke, 2003). We argue that the moderating effect of POS will operate in two fundamental ways.…”

Organizational support for the workforce and employee safety citizenship behaviors: A social exchange relationship

“…Thus, we explore a direct relationship between perceived organizational support for health and safety citizenship behaviors (H2a). Furthermore, because employees who perceive an organization to care for their health also tend to show enhanced work performance (Jones et al, 1995;Wilson et al, 2004;Browne, 2000), it is expected that perceived organizational support for health is also associated with OCBs (H2b), which has not been examined within the literature. We hypothesize:…”

Perceived organizational support: Inferior versus superior performance by wary employees.

“…POS has been found to be influenced by policies, procedures, and decisions indicative of the organization's concern with employee welfare and the organization's favorable evaluation of employee contributions. POS was positively related to perceived sufficiency of pay and to perceived sufficiency of family-oriented policies and actions (Guzzo, Noonan, & Elron, 1994), high-quality employee-supervisor relationships, favorable developmental training experiences and promotions (Wayne et al, 1997), clearly stated guidelines defining appropriate work behavior and job demands (Hutchison, 1997;B. Jones, Flynn, & Kelloway, 1995), participation in goal setting, receipt of performance feedback (Hutchison, 1997;Hutchison & Garstka, 1996), supportive communications with immediate supervisors and upper management (Allen, 1992(Allen, , 1995, and procedural justice in performance-appraisal decisions (Fasolo, 1995;Moorman, Blakely, & Niehoff, 1998).…”