a social influence analysis of perceived organizational support

More documents

Recommendations

Info

TABLE OF CONTENTS I. INTRODUCTION ...............................................................................................................1 II. LITERATURE REVIEW ....................................................................................................8 III. RESEARCH METHODS ..................................................................................................53 IV. ANALYSIS AND RESULTS............................................................................................65 V. DISCUSSION AND CONCLUSIONS .............................................................................82 VI. REFERENCES ..................................................................................................................99 VII. APPENDIX......................................................................................................................113 vi
LIST OF TABLES Table 1: Hypothesized Relationships Between Network Ties and POS....................................... 45 Table 2: Reciprocated Ties Measure Descriptions ....................................................................... 58 Table 3: Non-Reciprocated Ties Measure Descriptions ............................................................... 58 Table 4: Descriptive Statistics for Control and Dependent Variables .......................................... 68 Table 5: Descriptive Statistics for Reciprocated Ties................................................................... 70 Table 6: Descriptive Statistics for Non-Reciprocated Ties.......................................................... 71 Table 7: Pearson Correlations for Reciprocated Ties ................................................................... 74 Table 8: QAP Correlations for Reciprocated Ties........................................................................ 75 Table 9: Pearson Correlations for Non-Reciprocated Ties........................................................... 76 Table 10: QAP Correlations for Non-Reciprocated Ties.............................................................. 77 Table 11: Results <strong>of</strong> Hypotheses Tests Using QAP Regression................................................... 81 vii
Page 1 and 2: TITLE PAGE A SOCIAL INFLUENCE ANALY
Page 3 and 4: Copyright by Thomas J. Zagenczyk 20
Page 5: with the expectation that reciproca
Page 9 and 10: PREFACE Thank you to my chair, Audr
Page 11 and 12: epresentatives of the organization
Page 13 and 14: Researchers also consider the conte
Page 15 and 16: Exploring the effects of social inf
Page 17 and 18: CHAPTER TWO: LITERATURE REVIEW Orga
Page 19 and 20: Levinson’s work explained the lar
Page 21 and 22: Eisenberger and colleagues (1986) a
Page 23 and 24: In subsequent studies, researchers
Page 25 and 26: the organization is based on percei
Page 27 and 28: esearch exploring the antecedents o
Page 29 and 30: a manager with high formal status s
Page 31 and 32: to carry out tasks on their own, an
Page 33 and 34: occurs because the norm of reciproc
Page 35 and 36: on their daily tasks. Examining thi
Page 37 and 38: coworkers are able to provide infor
Page 39 and 40: when forming perceptions and evalua
Page 41 and 42: identifies with and interacts with
Page 43 and 44: Miles, and Grover (2003) showed tha
Page 45 and 46: instance, a researcher may find a p
Page 47 and 48: likely to discuss sensitive issues
Page 49 and 50: it does not require that the role m
Page 51 and 52: among tellers. In one branch, no se
Page 53 and 54: eside outside of the focal individu
Page 55 and 56: To test the effects of social influ
Page 57 and 58:
disseminating organizational inform
Page 59 and 60:
less positive. Thus, the POS of the
Page 61 and 62:
ties (and other combinations of str
Page 63 and 64:
Research Setting Hypotheses were te
Page 65 and 66:
network data concerning recurring i
Page 67 and 68:
I explored these different requirem
Page 69 and 70:
or not the employees with whom they
Page 71 and 72:
frequent contact with person j, or
Page 73 and 74:
employee held a leadership position
Page 75 and 76:
correlation analysis has two steps.
Page 77 and 78:
Organizational Support was .84, whi
Page 79 and 80:
Table 5: Descriptive Statistics for
Page 81 and 82:
Correlations. Two different types o
Page 83 and 84:
Control Variables Table 7: Pearson
Page 85 and 86:
Control Variables Table 9: Pearson
Page 87 and 88:
Results of Hypotheses Tests using Q
Page 89 and 90:
positions had perceptions of organi
Page 91 and 92:
CHAPTER FIVE: DISCUSSION AND CONCLU
Page 93 and 94:
elationship may not have been consi
Page 95 and 96:
social learning theory (Bandura, 19
Page 97 and 98:
to provide false information is les
Page 99 and 100:
Fourth, when studying social influe
Page 101 and 102:
theoretical foundation of POS is so
Page 103 and 104:
consistent with past research (Ibar
Page 105 and 106:
employees who were widely regarded
Page 107 and 108:
etween employees, only strong frien
Page 109 and 110:
of structure and behavior. Academy
Page 111 and 112:
organizational support. In J. A-M.
Page 113 and 114:
Hammer, M. (1985). Implications of
Page 115 and 116:
Kohlberg, L. (1963). Moral developm
Page 117 and 118:
Mehra, A., Kilduff, M., & Brass, D.
Page 119 and 120:
Rogers, E.M. (1995). Diffusion of i
Page 121 and 122:
networks: An introduction to Markov
Page 123 and 124:
Name of employee Yes Yes No No Name
show all

a social influence analysis of perceived organizational support

Create successful ePaper yourself

Delete template?

Save as template?