a social influence analysis of perceived organizational support

epresentatives of the organization to form “global perceptions concerning the extent to which
the organization values their contributions and cares about their well-being” (Eisenberger et al.,
1986: 501), or perceived organizational support (POS). When employees have high levels of
POS, the reciprocity norm (Gouldner, 1960) motivates them to help the organization reach its
goals and objectives (Eisenberger et al, 1986).
Consistent with Eisenberger’s proposition, research reveals that employees with high
levels of POS are more committed to the organizations they work for and more satisfied with
their jobs (Rhoades & Eisenberger, 2002). Such employees are less likely to be tardy, absent, or
resign (e.g. Allen, Shore, & Griffeth, 2003; Eisenberger et al., 1986); are more likely to go
“above and beyond” formal job duties (e.g. Witt, 1991); and have higher in-role performance
(e.g. Armeli, Fasolo, Eisenberger, & Lynch, 1998). These consequences of POS impact the
viability of organizations and are therefore a testament to its importance.
Researchers have investigated the factors that lead to POS among employees so that
employers may benefit from the ensuing favorable consequences. Studies reveal that
supervisory relationships, perceptions of fairness, and human resource practices consistently
predict POS (for a review, see Rhoades & Eisenberger, 2002). POS research, however, is driven
by the idea that an employee independently evaluates the treatment that he or she receives from
the organization and determines the extent to which he or she feels supported. This intra-psychic
perspective is clearly a one-dimensional view of how POS is shaped within employees.
Although employees’ beliefs concerning the extent to which treatment offered by the
organization may be favorable in the eyes of the perceiver, it is important to explore the
possibility that social forces, such as coworkers’ perceptions of support, may influence a focal
employee’s POS as well.
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