Perceived organizational support: A review of the literature

Abstract

The authors reviewed more than 70 studies concerning employees ’ general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees ’ belief that the organization’s actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies. To whom much is given, much will be required. —Luke 12:48 (New King James Version) Employers commonly value employee dedication and loyalty. Employees who are emotionally committed to the organization show heightened performance, reduced absenteeism, and a less-ened likelihood of quitting their job (Mathieu & Zajac, 1990; Meyer & Allen, 1997; Mowday, Porter, & Steers, 1982). By contrast, employees are generally more concerned with the orga-nization’s commitment to them. Being valued by the organization can yield such benefits as approval and respect, pay and promo-tion, and access to information and other forms of aid needed to better carry out one’s job. The norm of reciprocity allows employ-ees and employers to reconcile these distinctive orientations. Social exchange theorists have alluded to employment as the trade of effort and loyalty for tangible benefits and social reward