a social influence analysis of perceived organizational support
a social influence analysis of perceived organizational support
a social influence analysis of perceived organizational support
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
formation <strong>of</strong> POS. Research on POS only considers the role that formal <strong>organizational</strong> agents,<br />
such as managers and supervisors, play in shaping employees’ beliefs about their relationships<br />
with the organization. This perspective ignores the increasingly influential role that coworkers<br />
play in today’s workplace.<br />
Figure 1 – Model <strong>of</strong> Extant Perceived Organizational Support Research<br />
Fairness<br />
Org Agents<br />
HR<br />
Practices<br />
Attribution<br />
POS<br />
Felt<br />
Obligation<br />
Attitudes<br />
Behaviors<br />
Recent <strong>organizational</strong> studies reveal that an employee’s coworkers are an important<br />
source <strong>of</strong> <strong>social</strong> <strong>influence</strong> within organizations (e.g. Umphress et al., 2003). In fact, Morrison<br />
(1993) found that employees turn to co-workers as opposed to managers and supervisors for<br />
information on <strong>organizational</strong> norms and values because coworkers are more likely to have a<br />
view <strong>of</strong> the organization that is similar to their own. Employees who have less direct access to<br />
their supervisors are more likely to turn to their coworkers for information and advice because<br />
27