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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when forming perceptions and evaluations concerning the organization and their jobs.<br />
Specifically, individuals use information they collect from others to (1) learn to react to <strong>social</strong><br />
cues; (2) to form perceptions by focusing attention on some aspects <strong>of</strong> the work environment but<br />
away from others; (3) to construct their interpretations <strong>of</strong> <strong>organizational</strong> events; and (4) to<br />
understand the requirements <strong>of</strong> their jobs.<br />
Studies have demonstrated that <strong>social</strong> information processing results in similarity among<br />
attitudes, perceptions and behaviors <strong>of</strong> individuals who interact. For instance, Coleman et al.<br />
(1966) found that doctors’ decisions to prescribe a new drug were similar to the decisions <strong>of</strong><br />
pr<strong>of</strong>essional associates whom they had talked with about the drug. Other studies have shown<br />
that employees’ attitudes towards new technology were similar to the attitudes <strong>of</strong> individuals<br />
with whom they communicate frequently (Burkhardt, 1994, Rice & Aydin, 1991). Meyer (1994)<br />
found that employees had similar perceptions <strong>of</strong> <strong>organizational</strong> coordination to employees with<br />
whom they communicated frequently. Perhaps most relevant to the current study is the research<br />
<strong>of</strong> Dabos and Rousseau (2004), who showed that faculty members’ beliefs regarding promises<br />
made to them by their university were similar to the beliefs <strong>of</strong> individuals with whom they<br />
maintained direct relationships. Thus, employees’ beliefs about one aspect <strong>of</strong> their relationship<br />
with the organization are affected by <strong>social</strong> information. Overall, this research <strong>support</strong>s the idea<br />
that <strong>social</strong> information processing results in similarity among employees’ attitudes, perceptions,<br />
and behaviors.<br />
Social Comparison. Social <strong>influence</strong> can also occur when individuals draw comparisons<br />
between themselves and other individuals to better understand ambiguous situations. Social<br />
comparison theory (Festinger, 1954) suggests that (1) individuals learn about themselves through<br />
comparison with others; (2) individuals who have similar characteristics, such as race, gender,<br />
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