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PERCEIVED ORGANISATIONAL SUPPORT – AN OVERVIEW ON ITS

ANTECEDENTS AND CONSEQUENCES
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International Journal of Multidisciplinary Research
Vol.2 Issue 4, April 2012, ISSN 2231 5780
PERCEIVED ORGANISATIONAL SUPPORT – AN OVERVIEW ON ITS

ANTECEDENTS AND CONSEQUENCES
DR. JAYASREE KRISHNAN*; MS. V. SHEELA MARY**
*Professor & Head,

St. Joseph college of Engineering,
Chennai.
**Assistant Professor,
Aarupadai Veedu Institute of Technology,
Paiyanoor.
ABSTRACT
Research on perceived organizational support began with the observation that if managers are
concerned with their employees‘ commitment to the organization, employees are focused on the
organization‘s commitment to them. For employees, the organization serves as an important
source of socio-emotional resources, such as respect and caring, and tangible benefits, such as
wages and medical benefits. Being regarded highly by the organization, it helps to meet
employees‘ needs for approval, esteem, and affiliation. Positive valuation by the organization
also provides an indication that increased effort will be noted and rewarded. Employees therefore
take an active interest in the regard with which they are held by their employer.
Organizational support theory (OST: Eisenberger, Huntington, Hutchinson, & Sowa, 1986;
Rhoades & Eisenberger, 2002; Shore & Shore, 1995) holds that in order to meet socioemotional
needs and to assess the benefits of increased work effort, employees form a general perception
concerning the extent to which the organization values their contributions and cares about their
well-being. Such perceived organizational support (POS) would increase employees‘ felt
obligation to help the organization reach its objectives, their affective commitment to the
organization, and their expectation that improved performance would be rewarded. Behavioral
outcomes of POS would include increases in in-role and extra-role performance and decreases in
stress and withdrawal behaviors such as absenteeism and turnover.
The Objectives of the current study are

www.zenithresearch.org.in
1. To explore the various factors influencing Perceived Organizational Support.
2. To study the relationship between influencing factors and Perceived Organizational

Support.
3. To find out the various consequences of Perceived Organisational Support based on existing
research literature.
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The Conclusion of the current study is it will help to find out the important factors and their
contribution to enhance the organisational core competency through Perceived Organisational
Support.
KEYWORDS: Job involvement, Organisational Commitment, Organisational Support,

Withdrawal behavior.
______________________________________________________________________________
INTRODUCTION
Perceived organizational support (POS) is an employee belief that the organization cares
for and values his or her contribution to the success of the organization.
Perceived Organizational Support (POS) refers to employees‘ perception concerning the

extent to which the organization values their contribution and cares about their well being. POS
has been found to have important consequences on employee performance and well-being.
Organizational support theory (OST: Eisenberger, Huntington, Hutchinson, & Sowa,

1986; Rhoades & Eisenberger, 2002; Shore & Shore, 1995) holds that in order to meet
socioemotional needs and to assess the benefits of increased work effort, employees form a
general perception concerning the extent to which the organization values their contributions and
cares about their well-being. Such perceived organizational support (POS) would increase
employees‘ felt obligation to help the organization reach its objectives, their affective
commitment to the organization, and their expectation that improved performance would be
rewarded. Behavioral outcomes of POS would include increases in in-role and extra-role
performance and decreases in withdrawal behaviors such as absenteeism and turnover.
Research on perceived organizational support (POS) began with the observation that if
managers are concerned with their employees‘ commitment to the organization, employees are
focused on the organization‘s commitment to them (Eisenberger, Huntington, Hutchinson, &
Sowa, 1986.
For employees, the organization serves as an important source of socio-emotional

resources, such as respect and caring, and tangible benefits, such as wages and medical benefits.
Being regarded highly by the organization, it helps to meet employees‘ needs for approval,
esteem, and affiliation. Positive valuation by the organization also provides an indication that
increased effort will be noted and rewarded. Employees therefore take an active interest in the
regard with which they are held by their employer.
Although there were relatively few studies of POS until the mid 1990‘s, research on the
topic has burgeoned in the last few years. Rhoades and Eisenberger‘s (2002) meta-analysis
covered some 70 POS studies carried out through 1999, and over 180 studies have been
performed since. The meta-analysis found clear and consistent relationships of POS with its
predicted antecedents and consequences.
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RATIONALE BEHIND POS
Today‘s knowledge based industry is dependent on their employees .Employees are

considered to be the assets .Therefore efforts from the Human Resource Department to
understand and analyze the aspects which affect the performance of the employees is a basic
necessity to ensure effectiveness and efficiency.
The research literature indicates that POS is positively related to a number of outcomes
favorable to both the organization and the individual namely conscientiousness in carrying out
conventional job responsibilities, organizational commitment and job satisfaction. Therefore the
level of POS of employees needs to be constantly reviewed to ensure favorable outcomes to the
organization which ultimately leads to profitability.
In the absence of direct rewards, the organization can introduce measures to increase the
level of POS among employees to reduce turnover and increase retention. Therefore the
determinants of POS have to be analysed to introduce measures to increase the level of POS.
There is also evidence that organizations taking actions to convince employees that the
organization values their contributions and cares about their well-being offers an effective
countermeasure against the de-motivating effects of employee cynicism and skepticism.
Therefore in order to take such actions the level of POS needs to be studied.
Interventions designed to address the antecedents of POS are more likely to be successful
in increasing organizational commitment of its members as well as the quality of their work life.
Hence the study on POS is needed to generate favorable outcomes for both the organization and
the employees.
PERCEIVED ORGANIZATIONAL SUPPORT – A LITERATURE SURVEY
According to the study done on antecedents and consequences of POS by Sathish kumar,
the factors influencing are as explained below:
Antecedents of POS fall into three broad categories:
 Fairness (e.g., procedural justice in performance appraisal, providing opportunity to voice

concerns, etc.) www.zenithresearch.org.in
 Supervisor support (e.g., work-family culture, perceived supervisor support, etc.)
 Rewards and job conditions (e.g., job stress, growth opportunities, etc.)
CONSEQUENCES OF POS
 Organizational commitment
 Job satisfaction
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 Task performance
 Intention to remain with the organization
The meta-analysis of research on POS, carried out by Rhoades and Eisenberger (2002)
indicated that three general categories of favorable treatment received by employees are
positively related to POS
fairness of treatment
supervisors support
rewards and job conditions
Outcomes favored by employees are increased job satisfaction, positive mood, reduced
stress and by the organization increased affective commitment, performance and reduced
turnover.
A study done by Robert Eisenberger, University of Delaware states that Employees‘

belief that the organization values their contributions and cares about their well-being. The
outcomes from 135 Studies of POS:
Reduced tardiness, absenteeism, and turnover
Reduced reactions to job stress
Increased in-role and extra-role job performance
A study was done on ‗The effects of work stressors, perceived organizational support and
gender on work family conflict in Hong-Kong‘ by Sharon Foley, Ngo Hang-yue and Steven Lui.
This study examined the direct and moderating effects of perceived organizational support (POS)
and gender on the relationship between work stressors and work-family conflict for a sample of
Hong Kong Chinese employees. POS is negatively related to both FWC (family-to-work
conflict) and WFC (work-to-family conflict). Work stressors (including role ambiguity, role
conflict, and role overload) are positively related to FWC and WFC.
A study was done on ‗Perceived organizational support and expatriate organizational

citizenship behavior: The mediating role of affective commitment towards the parent company‘
by Yuwen Liu. Results indicate that perceived organizational support (POS) from both the parent
company and the subsidiary significantly related to affective commitment and organizational-
directed OCB.
According to the literature survey, it is found that higher levels of POS, in turn, resulted
in lower turnover intention, and a sense of obligation within the individuals to reciprocate the
organization with better job performance and increased OCBs, as well as stronger organizational
commitment. In addition, the effects of POS on turnover intention, felt obligation, and
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organizational commitment were found to be moderated by professional commitment. The

findings of this study shed some light on the process through which the implementation of
appropriate HR practices may influence employee attitudes and behaviors.
The effects of POS on turnover intention, felt obligation, and organizational commitment
were found to be moderated by professional commitment. The findings of this study shed some
light on the process through which the implementation of appropriate HR practices may
influence employee attitudes and behaviors.
However, a review of both the POS literature and the HR literature point to the
importance of research on the linkage between HR practices and POS. In the POS literature,
Shore and Shore (1995) identified two types of HR practices that are key to the development of
higher POS: (1) discretionary practices that imply organizational caring but are not mandated by
company policy or union contract, and (2) HR practices that symbolize organizational
recognition of the employee‘s contribution. This proposition suggests that those HR practices
that represent different ways in which the organization shows concern for the employees and
values their contributions may be particularly critical for the development of high POS.
Furthermore, if organizations were to employ HR practices to show support for employees, in
order to motivate positive employee attitudes and behaviors, theories of motivation become
critically relevant in guiding this effort.
In the motivation literature, Alderfer‘s (1972) ERG theory offers ―a useful way of
thinking about employee motivation‖ (Steers, Porter, & Bigley, 1996, p. 17). Alderfer‘s theory
conceptualizes three elements of human needs that are relevant to organizational settings and
which may operate simultaneously. ERG theory (Alderfer, 1972) holds that individuals attempt
to satisfy three levels of needs in organizations: (1) needs that are based on human existence,
which are mainly physiological needs (existence); (2) needs that are associated with
interpersonal relationships in the workplace (relatedness); and (3) needs that are related to the
development of human potential and capabilities (growth).
Accordingly, several HR practices are very important in showing support for employees
to satisfy these needs. First, satisfactory pay is necessary for meeting individuals‘ physiological
or existence needs. Second, growth needs can be met by sufficient career development
opportunities that help employees extend their potential and expand their capabilities. Third, HR
practices that provide social support, such as helping employees maintain good work and family
relationships and develop positive leader-member exchange relationships, can be instrumental in
fulfilling employees‘ need for relatedness. Therefore, the HR practices chosen to investigate as
antecedents of POS include: pay level, career development opportunities, work-family support
and leader member exchange (LMX).
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ANTECEDENTS OF POS
On the basis of the earlier literature survey it can be explained that the major important factor-
antecedants of POS are under the following heads.
PAY LEVEL SATISFACTION
Organizational support theory holds that favorable rewards indicate the organization
values the employees‘ contribution to the organization, which constitutes a major dimension of
POS. Specifically, it is argued that such organizational rewards represent investment by the
organization in the employee and are interpreted by the employee as indication of organizational
appreciation and recognition, and thus, contribute to the development of POS.
CAREER DEVELOPMENT OPPORTUNITIES
In addition to meeting physiological needs, employees also have a desire to extend their
potential and develop their capabilities in organizations and to satisfy their needs for growth and
self-actualization. Thus, another way that HR practices can create employee beliefs in higher
POS is through providing them developmental opportunities that would meet their needs for
personal growth.
WORK-FAMILY SUPPORT
Another HR practice that can meet employee needs, and thus, increase POS is work-
family support. POS may be related to organizational actions that strengthen employee beliefs
that the organization would provide sympathetic understanding and material aid to deal with
stressful situations at work or home. These factors would help meet the need for emotional
support and interpersonal relationships, thus enhancing employee POS. It is very likely that if the
organization provides a high level of work-family support, the employees will consider the
organization as more considerate of their well-being and being more supportive.
LEADER-MEMBER EXCHANGE (LMX)
Since the supervisor often acts as an agent of the organization to direct discretionary
rewards and to evaluate the employees‘ contribution, while these discretionary rewards and
evaluations are key to POS, the treatment an employee receives from the supervisor tends to www.zenithresearch.org.in
contribute to employee perceptions of the support he or she receives from the organization. Thus,
it is believed that the level of leader-member exchange (LMX) or supervisory support bears a
positive relationship to POS.
LMX is the only leadership approach to consider the dyadic relationship of leader and
follower and the exchanges that determine organizational effectiveness. The relationship
between the leaders and members, not only affects employee performance, but also can affect the
relationship between employees and organizations. LMX is very important for the employees -
organizational relationships.
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Eisenberger and colleagues (1986) theorized that discretionary rewards linked with job
performance were particularly likely to affect POS. Given that leaders are often charged with
administering such rewards, and also that empirical research has shown that POS is associated
with leader support (Tetrick, Shore, & Miles, 1994), LMX may contribute to POS. In support of
this view, Sheridan and colleagues (1990) research based on signaling theory suggests that
employees with certain types of early career experiences are more likely than others to be
sponsored by senior managers and in turn receive more promotions and transfers and larger
raises. Thus, POS is based on a history of rewards that may be administered by an immediate
superior (past or present) as well as by managers at higher organizational levels.
Even though both POS and LMX are based on social exchange frameworks, research
investigating these two constructs has developed independently. Study brought POS and LMX
together in an integrated model of social exchange and also provided evidence of the
distinctiveness of POS and LMX and suggested that both types of exchanges are important and
influence different outcomes.
However the quality of leader member exchange appears to have a stronger effect on
perceived organizational support, indicating that LMX plays a key role in affecting employees‘
perceptions of organizational support. Consistent with Eisenberger and colleagues‘ (1986)
conceptualization, because the leader is often the source or change between the leader and
subordinate may influence POS.
Immediate superiors may act as conduits of organizational resources, especially in

hierarchically structured organizations like the one studied in the current investigation. Superiors
are often instrumental in determining salary increases and bonuses as well as in providing career
advice, task and training opportunities, emotional support, and information. In addition, in high
quality leader-member exchanges, superiors may introduce subordinates to key individuals in
other parts of their organizations (Sparrowe & Liden. 1997). These introductions may result in
the expansion of the subordinates‘ social networks, which may in turn lead to additional
dividends such as greater visibility, information, and other forms of support (Burt, 1992). In sum,
the nature of the LMX relationship may directly and indirectly influence subordinate perceptions
of organizational support (refer fig.1).
MODERATING ROLE OF PROFESSIONAL COMMITMENT
An important factor that may influence these reactions is one‘s attitudes towards one‘s
profession or vocation. In the literature, to some degree, career commitment, occupational
commitment, and professional commitment have been used interchangeably to refer to one‘s
commitment to the profession or occupation.
ORGANIZATIONAL REWARDS AND JOB CONDITIONS
Shore and Shore (1995) suggested that human resources practices showing recognition of
employee contributions should be positively related to POS. A variety of rewards and job
conditions have been studied in relation to POS—for example, recognition, pay, promotions, job
security, autonomy, role stressors, and training. According to organizational support theory,
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favorable opportunities for rewards serve to communicate a positive valuation of employees‘

contributions and thus contribute to POS.
FIGURE 1
ANTECEDANTS OF PERCEIVED ORGANISATIONAL SUPPORT
Pay Level Satisfaction
A
Career Development
N
Opportunities
T
E Work Family Support
E Leader Member Exchange Perceived

Organizational
D Support
A Organisational Rewards and
Job Conditions
N
T
Organisational Size
S
Procedural Justice
ORGANIZATION SIZE
It is argued that individuals feel less valued in large organizations, where highly www.zenithresearch.org.in
formalized polices and procedures may reduce flexibility in dealing with employees‘ individual
needs. Even though large organizations, as small ones, can show benevolence to groups of
employees, the reduced flexibility for meeting the needs of individual employees, imparted by
formal rules, could reduce POS.
PROCEDURAL JUSTICE
Procedural justice refers to the idea of fairness in the processes that resolve disputes and
allocate resources. Perceived organizational support plays a mediating role in linking perceptions
of Procedural Justice and Organisational Citizenship Behaviour. Eisenberger, Fasolo and Davis –
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LaMastro described perceived organizational support as a ―general perception concerning the

extent to which the organization values [employees‘] general contributions and cares for their
well being (1990:51).
Eisenberg, Huntington, Hutchison, and Sowa proposed that perceived organizational

support ―would be influenced by various aspects of an employee‘s treatment by the organization
and would, in turn, influence the employee‘s interpretation of organizational motives underlying
that treatment‖ (1986: 501). Eisenberger and colleagues (1990) summarized these possible
antecedents of perceived organizational support by suggesting that ―positive discretionary
activities by the organization that benefited the employee would be taken as evidence that the
organization cared about one‘s well-being‖ (1990:31) (refer fig.1).
CONSEQUENCES OF POS
ORGANIZATIONAL COMMITMENT
Another important organizational outcome that might result from POS is commitment to
the organization. As organizational support theory suggests, POS, which is an indicator of the
organization‘s commitment to the employee, creates an obligation within the employee to care
about the organization and reciprocate with commitment and loyalty. Organizational actions
indicating caring of and concern for employees may enhance organizational commitment.
On the basis of the reciprocity norm, POS should create a felt obligation to care about the
organization‘s welfare. The obligation to exchange caring for caring should enhance employees‘
affective commitment to the personified organization. POS should also increase affective
commitment by fulfilling such socio-emotional needs as affiliation and emotional support. Such
need fulfillment produces a strong sense of belonging to the organization, involving the
incorporation of employees‘ membership and role status into their social identity (refer fig.2).
JOB-RELATED AFFECT
POS has been hypothesized to influence employees‘ general affective reactions to their
job, including job satisfaction and positive mood. Job satisfaction refers to employees‘ overall
affect laden attitude toward their job. POS should contribute to overall job satisfaction by
meeting socio-emotional needs, increasing performance-reward expectancies, and signaling the
availability of aid when needed. Positive mood differs conceptually from job satisfaction in that www.zenithresearch.org.in
it involves a general emotional state without a specific object. Mood has been proposed as the
state component of affectivity, influenced by environment. POS may contribute to employees‘
feelings of competence and worth, thus enhancing positive mood.
JOB INVOLVEMENT
Job involvement refers to identification with and interest in the specific work one
performs Perceived competence has been found to be related to task interest. By enhancing
employees‘ perceived competence, POS might increase employees‘ interest in their work.
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PERFORMANCE
POS should increase performance of standard job activities and actions favorable to the
organization that go beyond assigned responsibilities. Such activities include aiding fellow
employees, taking actions that protect the organization from risk, offering constructive
suggestions, and gaining knowledge and skills that are beneficial to the organization. One can
divide those behaviors into those that are focused on helping coworkers and those that help the
organization.
STRAINS
POS is expected to reduce aversive psychological and psychosomatic reactions (i.e.,

strains) to stressors by indicating the availability of material aid and emotional support when
needed to face high demands at work.
DESIRE TO REMAIN
It is examined the relationship between POS and employees‘ desire to remain with the
organization. It is assessed workers‘ propensity to leave the organization if offered slightly
higher pay, more professional freedom or status, or friendlier coworkers. Desire to remain should
be distinguished from the discomforting perception of being trapped in an organization because
of the high costs of leaving (i.e., continuance commitment).
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FIGURE 2
CONSEQUENCES OF PERCEIVED ORGANISATIONAL SUPPORT
Organisational
Commitment
Job related
affect C
O
Job involvement
N
S
Performance E
Q
POS
Strains U
E
Desire to remain
N
Turnover E
Intention
S
Withdrawal
behaviour www.zenithresearch.org.in
TURNOVER INTENTION
Social exchange theory and organizational support theory suggest that employees who
receive high levels of support from the organization are inclined to repay the organization. One
essential way to reciprocate the organization‘s favorable treatment is through continued
participation. As literature argued ground work on the inducements-contributions relationship
between the organization and the employees also indicates that employees who receive more
support as part of the inducements offered by the organization would have less desire to leave the
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organization. POS research provides some evidence in support of this proposition. For example,
Guzzo et al. (1994) found that expatriate managers who perceive higher levels of support from
the organization were less likely to seek employment elsewhere. The negative relationship
between POS and turnover intention was also evident in some other studies (refer fig.2).
WITHDRAWAL BEHAVIOR
Withdrawal behavior refers to employees‘ lessening of active participation in the

organization. The relationship of POS to behavioral intentions to leave (i.e., turnover intention)
have been assessed to understand the withdrawal behaviors such as tardiness, absenteeism, and
voluntary turnover. Retention of organizational membership, high attendance, and punctuality
provide publicly identifiable ways for employees to reciprocate POS. POS may also increase
affective organizational commitment, thereby lessening withdrawal behavior.
CONCLUSION
The concept of the Perceived Organizational Support will help to find out the important
factors and their contribution to enhance the organizational core competency. It will also
facilitate a theoretical model for future evaluation of employee - employer relationship. It will
suggest the measures to improve the relationship between management and employees.
By linking employee perceptions of a variety of HR practices with POS, this study ridges
the human resource management and organizational behavior literatures, and provides guidance
on how organizations can foster high levels of perceived support via implementation of
appropriate HR practices. The findings on the significant effects of POS on important work
outcomes demonstrate the importance of POS research and the need for organizations to provide
adequate support to their employees. Further, the fact that employee reactions to POS depend on
their different levels of professional commitment illustrates the necessity for researchers to
consider individual differences in POS research and for organizations to pay attention to
employees‘ professional needs and attitudes.
Research on perceived organizational support began with the observation that if

managers are concerned with their employees‘ commitment to the organization, employees are
focused on the organization‘s commitment to them. For employees, the organization serves as an
important source of socio-emotional resources, such as respect and caring, and tangible benefits,
such as wages and medical benefits. Because POS is a somewhat new concept, questions about www.zenithresearch.org.in
its distinctiveness from other concepts have been raised and still lot of research has been waiting
on its contribution for organizational excellence through the excellent productivity by the
employees.
REFERENCES
1. ―Antecedents and Consequences of Perceived Organizational Support: The Nurse

Manager Experience in Acute Care Settings‖ Heather K. S. Laschinger, RN, PhD, Joan
M. Almost, RN, MScN, Nancy Purdy, RN, MScN, and Julia Cho, RN, MScN.
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2. ―Perceived Organisational Support: A Review of the Literature‖

(http://eisenberger.psych.udel.edu/files/01_Perceived_Organisational_Support.pdf)
3. ‗Perceived organizational support and leader-member exchange: a social exchange
perspective.‖ Academy of Management Journal 01-FEB-97 by Wayne, Sandy J.; Shore,
Lynn M.; Liden, Robert C.
4. Armeli, S., Eisenberger, R., Fasolo, P., & Lynch, P. (1998). ―Perceived organizational
support and police performance: The moderating influence of socio-emotional needs‖.
Journal of Applied Psychology, 83(2), 288-297
5. Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001).
―Reciprocation of perceived organizational support‖ Journal of Applied Psychology,
86(1), 42-51
6. George, J.M., Reed, T.F., Ballard, K.A., Colin, J., & Fielding, J. (1993) ―Contact with
AIDS patients as a source of work related distress effects of organizational and social
support‖, Academy of Management Journal, 36, 157-171
7. Ladd, D. (1997) ―Do two dimensions of OCBs have different correlates?‖, Unpublished
Masters thesis, Purdue University, West Lafayette, Indiana.
8. http://www.managewithforesight.com/family_responsibilities_discrimination.pdf
9. http://www.inspq.qc.ca/SanteMentaleTravail/pdf/Activite2D/20050602-SanteMentale-
Murphy.pdf
10. http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6WP2-
4MFKD552&_user=10&_rdoc=1&_fmt=&_orig=search&_sort=d&view=c&_acct=C000
050221&_version=1&_urlVersion=0&_userid=10&md5=4fc70bb3a42788f4fbdc317561
d3bed4
11. ―Antecedents and consequences of the frequency of upward and downward social
comparisons at work‖ by Douglas J. Brown, D. Lance Ferris, Daniel Heller and Lisa M.
Keeping.
12. ―A Path Analysis of a Model of the Antecedents and Consequences of Organizational

Commitment‖ by Thomas A. DeCotiis & Timothy P. Summers Clemson University. www.zenithresearch.org.in
13. http://www.faqs.org/abstracts/Business-general/Perceived-organizational-support-and-
leader-member-exchange-a-social-exchange-perspective.html
14. http://www.fed.cuhk.edu.hk/en/aps/200700390005/0918.htm
15. http://www.lib.umd.edu/drum/bitstream/1903/1688/1/umi-umd-1658.pdf
16. http://www.brunel.ac.uk/329/BBS%20documents/PHD%20Doctoral%20Symposium%20
09/SuzanAlqurashi0327095.pdf
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The user has requested enhancement of the downloaded file.

PERCEIVED ORGANISATIONAL SUPPORT – AN OVERVIEW ON ITS

DR. JAYASREE KRISHNAN*; MS. V. SHEELA MARY**

*Professor & Head,

The Objectives of the current study are

2. To study the relationship between influencing factors and Perceived Organizational

KEYWORDS: Job involvement, Organisational Commitment, Organisational Support,

Perceived Organizational Support (POS) refers to employees‘ perception concerning the

Organizational support theory (OST: Eisenberger, Huntington, Hutchinson, & Sowa,

For employees, the organization serves as an important source of socio-emotional

RATIONALE BEHIND POS

Today‘s knowledge based industry is dependent on their employees .Employees are

PERCEIVED ORGANIZATIONAL SUPPORT – A LITERATURE SURVEY

Antecedents of POS fall into three broad categories:

 Fairness (e.g., procedural justice in performance appraisal, providing opportunity to voice

 Supervisor support (e.g., work-family culture, perceived supervisor support, etc.)

 Intention to remain with the organization

rewards and job conditions

A study done by Robert Eisenberger, University of Delaware states that Employees‘

Reduced tardiness, absenteeism, and turnover

Reduced reactions to job stress

Increased in-role and extra-role job performance

A study was done on ‗Perceived organizational support and expatriate organizational

organizational commitment were found to be moderated by professional commitment. The

PAY LEVEL SATISFACTION

CAREER DEVELOPMENT OPPORTUNITIES

LEADER-MEMBER EXCHANGE (LMX)

Immediate superiors may act as conduits of organizational resources, especially in

MODERATING ROLE OF PROFESSIONAL COMMITMENT

ORGANIZATIONAL REWARDS AND JOB CONDITIONS

favorable opportunities for rewards serve to communicate a positive valuation of employees‘

ANTECEDANTS OF PERCEIVED ORGANISATIONAL SUPPORT

Pay Level Satisfaction

E Work Family Support

E Leader Member Exchange Perceived

LaMastro described perceived organizational support as a ―general perception concerning the

Eisenberg, Huntington, Hutchison, and Sowa proposed that perceived organizational

POS is expected to reduce aversive psychological and psychosomatic reactions (i.e.,

CONSEQUENCES OF PERCEIVED ORGANISATIONAL SUPPORT

Withdrawal behavior refers to employees‘ lessening of active participation in the

Research on perceived organizational support began with the observation that if

1. ―Antecedents and Consequences of Perceived Organizational Support: The Nurse

2. ―Perceived Organisational Support: A Review of the Literature‖

12. ―A Path Analysis of a Model of the Antecedents and Consequences of Organizational

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