a social influence analysis of perceived organizational support

Correlations. Two different types of correlation analyses, standard Pearson correlation
analysis and QAP correlation analysis, were conducted. Standard Pearson correlations
demonstrate the relationships between variables, not the relationship between similarity in the
variables. For example, the correlation between strong advice-role model ties and POS
represents the correlation between the number of strong advice-role model ties that an employee
maintains and that employee’s POS. These correlations were conducted to test whether or not
having more (or fewer) social networks ties in the organization in and of itself was related to
POS (not similarity in POS). Pearson correlations (presented in Table 5) revealed that, to some
extent, some of the social network ties were significantly correlated, like friend-advice ties and
friendship ties (r = .51, p ≤ .01). However, none of these relationships were strong enough to
suggest that multicolinearity existed between measures, as no correlations approached .70.
Further, correlations between social networks variables and POS revealed that only the number
of strong friend-advice role model ties was significantly related to POS (r = .25, p ≤ .05),
indicating that, for the most part, having more social network ties with coworkers was not related
to POS.
Table 7 presents results of QAP correlation analysis for the reciprocated ties analysis.
QAP correlations measure the extent to which two matrices overlap, or the similarity that exists
between the matrices. These correlations revealed that a number of the social networks matrices
were significantly related, but none of the correlations were high enough to suggest that
multicolinearity existed. Several social networks matrices were positively and significantly
related to the POS dissimilarity matrix, including the strong role model matrix (r = .07, p ≤ .01),
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