a social influence analysis of perceived organizational support

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Fourth, by extending the reasoning presented above, it is also possible that an organization’s reputation for global business citizenship (Wood & Logsdon, 2002), reputation for corporate social performance (Wood, 1991) or reputation as an employer may affect employees’ perceptions regarding the treatment that they receive from the organization. For example, employees who enter an organization believing that their organization is one of Fortune’s 100 Best Companies to Work For or is a renowned global business citizen may be more inclined to believe that positive organizational treatment is discretionary, and thus have increased levels of POS. On the other hand, if the organization has a poor reputation as an employer or does not make an effort to be a conscientious global business citizen, positive treatment provided to employees by the organization may be attributed to situational factors. As a result, this positive treatment would fail to influence employees’ POS and as a result would not yield improved employee attitudes and performance. Conclusion The objective of this dissertation was to explore the effects of social influence on employees’ perceptions of organizational support. The results of the study suggest that past research which has conceptualized POS as a perception which forms only as a result of an employee’s relationship with the organization or key organizational representatives, such as supervisors, should be reconsidered. In addition to fairness perceptions, human resource practices, and supervisory relationships, POS may be influenced by coworkers’ beliefs regarding the support that they are provided by the organization, particularly when those coworkers are regarded by the focal employees are role models. Specifically, employees tend to have similar POS to the POS of their strong role model ties, strong advice-role model ties, and strong friend- advice-role model ties. However, when reciprocity was not a requirement for strong ties 97
etween employees, only strong friend-advice-role model ties were related to similarity in POS. This pattern of results suggests that ties in which two-way information sharing occurs are more likely to lead to similarity in beliefs about POS. Therefore, this dissertation offers some new insights into the relationship between social influence and POS, as well as the role that role models play in social influence. 98
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TITLE PAGE A SOCIAL INFLUENCE ANALY
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Copyright by Thomas J. Zagenczyk 20
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with the expectation that reciproca
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LIST OF TABLES Table 1: Hypothesize
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PREFACE Thank you to my chair, Audr
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epresentatives of the organization
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Researchers also consider the conte
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Exploring the effects of social inf
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CHAPTER TWO: LITERATURE REVIEW Orga
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Levinson’s work explained the lar
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Eisenberger and colleagues (1986) a
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In subsequent studies, researchers
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the organization is based on percei
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esearch exploring the antecedents o
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a manager with high formal status s
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to carry out tasks on their own, an
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occurs because the norm of reciproc
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on their daily tasks. Examining thi
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coworkers are able to provide infor
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when forming perceptions and evalua
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identifies with and interacts with
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Miles, and Grover (2003) showed tha
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instance, a researcher may find a p
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likely to discuss sensitive issues
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it does not require that the role m
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among tellers. In one branch, no se
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eside outside of the focal individu
Page 55 and 56: To test the effects of social influ
Page 57 and 58: disseminating organizational inform
Page 59 and 60: less positive. Thus, the POS of the
Page 61 and 62: ties (and other combinations of str
Page 63 and 64: Research Setting Hypotheses were te
Page 65 and 66: network data concerning recurring i
Page 67 and 68: I explored these different requirem
Page 69 and 70: or not the employees with whom they
Page 71 and 72: frequent contact with person j, or
Page 73 and 74: employee held a leadership position
Page 75 and 76: correlation analysis has two steps.
Page 77 and 78: Organizational Support was .84, whi
Page 79 and 80: Table 5: Descriptive Statistics for
Page 81 and 82: Correlations. Two different types o
Page 83 and 84: Control Variables Table 7: Pearson
Page 85 and 86: Control Variables Table 9: Pearson
Page 87 and 88: Results of Hypotheses Tests using Q
Page 89 and 90: positions had perceptions of organi
Page 91 and 92: CHAPTER FIVE: DISCUSSION AND CONCLU
Page 93 and 94: elationship may not have been consi
Page 95 and 96: social learning theory (Bandura, 19
Page 97 and 98: to provide false information is les
Page 99 and 100: Fourth, when studying social influe
Page 101 and 102: theoretical foundation of POS is so
Page 103 and 104: consistent with past research (Ibar
Page 105: employees who were widely regarded
Page 109 and 110: of structure and behavior. Academy
Page 111 and 112: organizational support. In J. A-M.
Page 113 and 114: Hammer, M. (1985). Implications of
Page 115 and 116: Kohlberg, L. (1963). Moral developm
Page 117 and 118: Mehra, A., Kilduff, M., & Brass, D.
Page 119 and 120: Rogers, E.M. (1995). Diffusion of i
Page 121 and 122: networks: An introduction to Markov
Page 123 and 124: Name of employee Yes Yes No No Name
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