Abstract
Toward a More Nuanced View on Organizational Support Theory
Highlights
The perceived organizational support (POS) construct occupies a prominent place in organizational psychology and management literature, with more than 1,200 studies on this topic
Drawing on social exchange theory (Blau, 1964) and the norm of reciprocity (Gouldner, 1960), organizational support theory holds that by providing positive resources to employees, POS induces among employees a felt obligation to help the organization to reach its goals (Eisenberger et al, 1986; Rhoades and Eisenberger, 2002; Kurtessis et al, 2017)
Empirical evidence has indicated that POS is related to a plethora of positive consequences, which have been classified into three main categories of outcomes, i.e., (1) employees’ subjective well-being, (2) employees’ positive orientation toward the organization and work, and (3) employees’ favorable behaviors (e.g., Rhoades and Eisenberger, 2002; Eisenberger and Stinglhamber, 2011; Kurtessis et al, 2017)
Summary
Psychological Sciences Research Institute, Université Catholique de Louvain, Louvain-la-Neuve, Belgium. Edited by: Monica Thiel, University of International Business and Economics, China. Reviewed by: Tiffany Kriz, MacEwan University, Canada Robert Eisenberger, Independent Researcher, Houston, TX, United States. Specialty section: This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology. Toward a More Nuanced View on Organizational Support Theory.
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