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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a manager with high formal status should have a stronger impact on an employee’s POS than<br />
should a manager with lower formal status (Eisenberger, Jones, Aselage, & Sucharski, 2004).<br />
The majority <strong>of</strong> the research examining the relationship between <strong>organizational</strong> agents<br />
and POS has focused on supervisory relationships. Treatment that employees receive from<br />
supervisors is <strong>of</strong>ten interpreted as coming directly from the organization itself. That is,<br />
employees believe that the actions <strong>of</strong> their supervisors are representative <strong>of</strong> the organization’s<br />
positive or negative orientation towards them. Supervisors are considered particularly important<br />
because they are responsible for directing and evaluating subordinates’ performance, as well as<br />
conveying these evaluations to higher-level managers (Eisenberger, Stinglehaumber, Sucharski,<br />
& Rhoades, 2002).<br />
Research shows that employees’ beliefs regarding the extent to which they are <strong>support</strong>ed<br />
by supervisors are positively related to POS (Rhoades, Eisenberger, & Armeli, 2001; Yoon &<br />
Lim, 1999). In a longitudinal study <strong>of</strong> the supervisor <strong>support</strong>-POS relationship among retail<br />
sales employees, Eisenberger et al. (2002) determined that <strong>perceived</strong> <strong>organizational</strong> <strong>support</strong><br />
changed in response to changes in <strong>perceived</strong> supervisor <strong>support</strong>, suggesting that supervisor<br />
<strong>support</strong> is an antecedent to POS. Further, the <strong>perceived</strong> status <strong>of</strong> the supervisor moderated the<br />
relationship between supervisor <strong>support</strong> and POS such that employees’ relationships with higher-<br />
status supervisors had a stronger <strong>influence</strong> on POS than did relationships with lower-status<br />
supervisors (Eisenberger et al., 2002).<br />
Like <strong>perceived</strong> supervisor <strong>support</strong>, leader-member exchange focuses on the quality <strong>of</strong><br />
exchange between the employee and the manager and is based on the degree <strong>of</strong> emotional<br />
<strong>support</strong> and exchange <strong>of</strong> valued resources (Graen & Cashman, 1975). Leader-member exchange<br />
was expected to be positively related to POS because supervisors tend to allocate more rewards<br />
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