a social influence analysis of perceived organizational support

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Year Hired as (Organization Member) ________________ Thank you for your participation and <strong>support</strong>! Please give your ticket to one <strong>of</strong> the facilitators and select your ticket for the prize lottery. 115
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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
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To test the effects of social influ
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disseminating organizational inform
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less positive. Thus, the POS of the
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ties (and other combinations of str
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Research Setting Hypotheses were te
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network data concerning recurring i
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I explored these different requirem
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or not the employees with whom they
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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 and 120: Rogers, E.M. (1995). Diffusion of i
Page 121 and 122: networks: An introduction to Markov
Page 123: Name of employee Yes Yes No No Name
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