a social influence analysis of perceived organizational support

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Table 11: Results of Hypotheses Tests Using QAP Regression Dependent Variable Similarity in POS Independent Variables Reciprocated Ties Analysis Non-Reciprocated Ties Analysis Control Variables Gender -.004** -.004** Tenure .012*** .012*** Leadership Positions -.083*** -.083*** Weak Ties Friend .018 -.301* Advice -.061 -.072 Friend-Advice -.037 .030 Role Model .211** .217* Friend-Role Model .243 .006 Advice-Role Model -.045 .-013 Friend-Advice-Role Model -.137 .146 Strong Ties Friend (H3) .020 -.126 Advice (H1) .009* .087 Friend-Advice -.035 .179 Role Model .310*** .033 Friend-Role Model .072 .233 Advice-Role Model (H2) .231*** .092 Friend-Advice-Role Model (H4) .138*** .330*** Unstandardized beta coefficients are displayed. Coefficient signs indicate greater (+) or lesser (-) interpersonal perceptual similarity. *Significant at .10 level **Significant at .05 level ***Significant at .01 level 81
CHAPTER FIVE: DISCUSSION AND CONCLUSIONS This dissertation addresses the effects of social influence on employees’ beliefs concerning the support that they receive from their organization. In the past, POS has been conceptualized by researchers as a perception which forms only as a result of an employee’s relationship with the organization or key organizational representatives, such as supervisors. Contrary to this perspective, the results of this dissertation indicate that an employee’s POS may also be influenced by coworkers’ beliefs regarding the support that they are provided by the organization, particularly when those coworkers are regarded by the focal employee as role models. Specifically, when reciprocated ties are considered, employees tend to have similar POS to the POS of their strong role model ties, strong advice-role model ties, and strong friend- advice-role model ties. However, when reciprocity was not a requirement for strong ties between employees, only strong friend-advice-role model ties were related to similarity in POS. This pattern of results suggests that strong multiplex ties in which two-way information sharing occurs are more likely to lead to similarity in beliefs about POS. Therefore, this dissertation offers some new insights into the relationship between social influence and POS, as well as the importance of role models as a social influence agent. Reciprocal Ties Analysis Consistent with expectations, overall, employees’ perceptions of organizational support were similar to the perceptions of other employees with whom they maintained strong multiplex ties characterized by reciprocity. Strong friend-advice role model ties and advice-role model ties were significantly related to similarity in POS. These findings suggest that employees come to have similar beliefs about their relationship with the organization to those employees who 1) 82
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TITLE PAGE A SOCIAL INFLUENCE ANALY
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Copyright by Thomas J. Zagenczyk 20
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with the expectation that reciproca
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LIST OF TABLES Table 1: Hypothesize
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PREFACE Thank you to my chair, Audr
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epresentatives of the organization
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Researchers also consider the conte
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Exploring the effects of social inf
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CHAPTER TWO: LITERATURE REVIEW Orga
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Levinson’s work explained the lar
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Eisenberger and colleagues (1986) a
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In subsequent studies, researchers
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the organization is based on percei
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esearch exploring the antecedents o
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a manager with high formal status s
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to carry out tasks on their own, an
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occurs because the norm of reciproc
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on their daily tasks. Examining thi
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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
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Page 67 and 68: I explored these different requirem
Page 69 and 70: or not the employees with whom they
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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: positions had perceptions of organi
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
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