a social influence analysis of perceived organizational support

More documents

Recommendations

Info

Shore, L., & Tetrick, L. (1991). A construct validity study of the survey of perceived organizational support. Journal of Applied Psychology, 76, 637–643. Sparrowe, R.T., Liden, R.C., Wayne, S.J., & Kraimer, M.L. (2001). Social networks and the performance of individuals and groups. Academy of Management Journal, 44, 316- 325. Stoner, J.S., & Gallagher, V.C. (2005). Investigating multiple moderators: The interactive effects of emotional family support and supervisor support on the psychological contract violation-turnover relationship. Southern Management Association Conference Proceedings. Stork, D., & Richards, W.D. (1992). Nonrespondents in communication network studies: Problems and possibilities. Group & Organization Management, 17, 193-209. Taylor, F.W. (1911). The principles of scientific management. New York: Harper Brothers. Tekleab, A.G., Takeuchi, R., & Taylor, M.S. (2005). Extending the chain of relationships among organizational justice, social exchange, and employee reactions: The role of contract violations. Academy of Management Journal, 48, 146–157. Tesser, A. (1988). Toward a self-evaluation maintenance model of social behavior. In Berkowitz, L. (Ed.), Advances in experimental social psychology (Vol. 21, pp. 181- 227), New York: Academic Press. Thibaut, J., & Walker, L. (1975). Procedural justice: A psychological analysis. Hillsdale, NJ: Erlbaum. Turnley, W.H., Bolino, M.C., Lester, S.W., & Bloodgood, J.M. (2004). The effects of psychological contract breach on union commitment. Journal of Occupational & Organizational Psychology, 77, 421-428. Umphress, E.E., Labianca, G., Brass, D.J., Kass, E., & Scholten, L. (2003). The role of instrumental and expressive social ties in employees’ perceptions of organizational justice. Organization Science, 14, 738-753. Vernette, E. (2004). Targeting women’s clothing fashion opinion leaders in media planning: An application for magazines. Journal of Advertising Research, March: 90- 107. Wasserman, S. & Faust, K. (1994). Social network analysis: Methods and applications. Cambridge, MA: Cambridge University Press. Wasserman, S., & Pattison, P.E. (1996). Logit models and logistic regressions for social 111
networks: An introduction to Markov random graphs and p*. Psychometrika, 60, 401- 425. Wayne, S.J., Shore, L.M., & Liden, R.C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82–111. Wayne, S.J. Shore, L.M., Bommer, W.H., & Tetrick, L.E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member. exchange. Journal of Applied Psychology, 87, 590-598. Weick, K.E. (1979). Cognitive processes in organizations. Research in organizational behavior, 1, 41-75. Wheeler, L., & Miyake, K. (1992). Social comparison in everyday life. Journal of Personality and Social Psychology, 62, 760-773. Willis, T.A. (1981). Downward comparison principles in social psychology. Psychological Bulletin, 90, 245-271. Witt, L.A. (1991). Exchange ideology as a moderator of job-attitudes-organizational citizenship behaviors relationships. Journal of Applied Social Psychology, 21, 1490-1501. Wood, D.J. (1991). Corporate social performance revisited. Academy of Management Review, 16, 691-718. Wood, J.V. (1989). Theory and research concerning social comparisons of personal attributes. Psychological Bulletin, 106, 231-248. Wood, R., & Bandura, A. (1989). Social cognitive theory of organizational management. Academy of Management Review, 14, 361-384. Wood, J.V., Taylor, S.E., & Lichtman, R.R. (1985). Social comparison in adjustment to breast cancer. Journal of Personality and Social Psychology, 49, 1169-1183. Yoon, J., & Lim, J. (1999). Organizational support in the workplace: The case of Korean hospital employees. Human Relations, 52, 923-945. 112
Page 1 and 2:
TITLE PAGE A SOCIAL INFLUENCE ANALY
Page 3 and 4:
Copyright by Thomas J. Zagenczyk 20
Page 5 and 6:
with the expectation that reciproca
Page 7 and 8:
LIST OF TABLES Table 1: Hypothesize
Page 9 and 10:
PREFACE Thank you to my chair, Audr
Page 11 and 12:
epresentatives of the organization
Page 13 and 14:
Researchers also consider the conte
Page 15 and 16:
Exploring the effects of social inf
Page 17 and 18:
CHAPTER TWO: LITERATURE REVIEW Orga
Page 19 and 20:
Levinson’s work explained the lar
Page 21 and 22:
Eisenberger and colleagues (1986) a
Page 23 and 24:
In subsequent studies, researchers
Page 25 and 26:
the organization is based on percei
Page 27 and 28:
esearch exploring the antecedents o
Page 29 and 30:
a manager with high formal status s
Page 31 and 32:
to carry out tasks on their own, an
Page 33 and 34:
occurs because the norm of reciproc
Page 35 and 36:
on their daily tasks. Examining thi
Page 37 and 38:
coworkers are able to provide infor
Page 39 and 40:
when forming perceptions and evalua
Page 41 and 42:
identifies with and interacts with
Page 43 and 44:
Miles, and Grover (2003) showed tha
Page 45 and 46:
instance, a researcher may find a p
Page 47 and 48:
likely to discuss sensitive issues
Page 49 and 50:
it does not require that the role m
Page 51 and 52:
among tellers. In one branch, no se
Page 53 and 54:
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 and 106: employees who were widely regarded
Page 107 and 108: etween employees, only strong frien
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: Rogers, E.M. (1995). Diffusion of i
Page 123 and 124: Name of employee Yes Yes No No Name
show all

a social influence analysis of perceived organizational support

Create successful ePaper yourself

Delete template?

Save as template?