a social influence analysis of perceived organizational support
a social influence analysis of perceived organizational support
a social influence analysis of perceived organizational support
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esearch exploring the antecedents <strong>of</strong> POS can be divided into three main categories: (1) fairness<br />
<strong>of</strong> treatment, (2) <strong>support</strong> from <strong>organizational</strong> representatives, and (3) human resource practices<br />
(Rhoades & Eisenberger, 2002). Research on the antecedents <strong>of</strong> POS is reviewed in the<br />
following three subsections <strong>of</strong> this dissertation.<br />
Fairness <strong>of</strong> Treatment. Shore and Shore (1995) provided the conceptual justification for<br />
the relationship between the fairness <strong>of</strong> treatment provided by an organization and POS. These<br />
authors argued that perceptions <strong>of</strong> fairness create trust between employees and the organization.<br />
Such trust is critical so that employees do not see themselves as being at greater risk <strong>of</strong> not being<br />
compensated for their efforts to help the organization reach its goals. Fair treatment affects POS<br />
because it increases employee expectations that the organization will reward their efforts. In<br />
addition, fair treatment creates “closer, open-ended <strong>social</strong> exchange relationships” that “produce<br />
obligations for the employee to repay the supervisor or organization” (Cropanzano, Rupp,<br />
Mohler, & Schminke, 2001: 42).<br />
Employees assess how fairly they are treated by their organizations through the lenses <strong>of</strong><br />
procedural and distributive justice (Greenberg, 1990). Procedural justice is defined as the<br />
fairness <strong>of</strong> formal procedures underlying the decisions the organization makes concerning<br />
employees (Thibaut & Walker, 1975), while distributive justice is concerned with the fairness <strong>of</strong><br />
the distribution <strong>of</strong> outcomes in the organization (Greenberg, 1990). Researchers have<br />
hypothesized that both procedural and distributive justice would be related positively to POS<br />
because fair policies and procedures strengthen employee beliefs that they will be rewarded for<br />
their efforts to help the organization (procedural justice), while receiving benefits from the<br />
organization would signal to an employee that s/he is valued (distributive justice). In addition,<br />
Shore and Shore (1995) proposed that procedural justice would be more strongly associated with<br />
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