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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less positive. Thus, the POS <strong>of</strong> the friend who received positive treatment will increase, and the<br />
POS <strong>of</strong> the focal employee, who <strong>perceived</strong> less positive treatment, will decrease following<br />
comparison with his/her friend. Since ego’s POS decreases, and ego’s friend’s POS increases,<br />
the POS <strong>of</strong> the two friends will become less similar.<br />
Tesser (1988) stresses that the outcome in question determines whether or not the<br />
occurrence <strong>of</strong> an association or comparison function is likely. When considering POS, then, a<br />
focal employee’s POS would increase (and become more similar to the similar other’s POS) if<br />
the similar other received a training opportunity that the focal employee was not interested in<br />
having for him/herself, or if all employees received an across-the-board raise or a new benefit<br />
from the organization. On the other hand, if the similar other received a promotion that the focal<br />
employee desired, his or her POS could become dissimilar to the POS <strong>of</strong> the similar other.<br />
However, it is also very possible that friends could be happy for a friend who is treated favorably<br />
by the organization, even if they were competing for an outcome. In such a case, even when<br />
employees are competing, an employee’s POS may become similar to the POS <strong>of</strong> his or her<br />
friendship ties.<br />
Research on justice perceptions and POS is useful in predicting whether or not a<br />
comparison or association function will occur between friends. Specifically, researchers have<br />
shown that the relationship between procedural justice and POS is stronger than the relationship<br />
between distributive justice and POS (Masterson et al., 2000; Tekleab et al., 2005; Wayne et al.,<br />
2002) because employees deal with procedural justice on a daily basis while promotions and<br />
raises occur infrequently. This suggests that the organization’s policies (procedural justice) are<br />
more important to employees’ <strong>perceived</strong> <strong>support</strong> than are the rewards that they themselves<br />
receive (distributive justice). Thus, it is policies and procedures, which Tesser (1988) would<br />
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