Influence of Perceived Institutional and Faculty Support on College Students' Attitudes and Behavioral Intentions

2001 ◽  
Vol 88 (2) ◽  
pp. 567-580 ◽  
Author(s):  
Valerie LaMastro
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Behavioral Intentions ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Well Being ◽  
Perceived Support ◽  
Faculty Support ◽  
Students Attitudes ◽  
College Student Population

Influence of perceived organizational support within a college student population is examined. Generalizing from research conducted in 1986 by Eisenberger, Huntington, Hutchison, and Sowa, perceived organizational support is defined as individuals' perception that a relevant organization values their contribution and cares about their well-being. The current research indicates that students differentiate between support received from faculty and support from the institution at large. Both forms of support are associated with affective commitment to the institution and positive daily mood, whereas only perceived support from the institution is positively associated with the likelihood of performing behaviors potentially beneficial to the institution. This research supports a social exchange interpretation of the student-institutional relationship, with benefits accruing to both parties if perceived support is high.

The Relationship Between Perceived Organizational Support and Affective Commitment

2014 ◽  
Vol 13 (4) ◽  
pp. 167-173 ◽  
Author(s):  
Gaëtane Caesens ◽  
Géraldine Marique ◽  
Florence Stinglhamber
Keyword(s):  
Social Identity ◽  
Social Exchange ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
The Social ◽  
The Relationship

Two distinct perspectives have emerged in the literature to explain the relationship between perceived organizational support (POS) and affective commitment (AC): a social exchange perspective and, more recently, a social identity perspective. However, these views have never been considered together. Filling this gap, our study aims to examine the conjoint role of felt obligation (i.e., the social exchange perspective) and organizational identification (i.e., the social identity perspective) in the relationship between POS and AC. Based on two different samples, our results indicate that both felt obligation and organizational identification partially mediate the relationship between POS and AC. In sum, this research shows that the two mechanisms play a concomitant role in the link between POS and AC.

scholarly journals Influence of Social Exchange Relationships on Affective Commitment and Innovative Behavior: Role of Perceived Organizational Support

2018 ◽  
Vol 10 (12) ◽  
pp. 4418 ◽  
Author(s):  
Sajjad Nazir ◽  
Wang Qun ◽  
Li Hui ◽  
Amina Shafi
Keyword(s):  
Organizational Culture ◽  
Social Exchange ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Exchange Theory ◽  
Equation Modeling ◽  
Tie Strength

The current study objective is to investigate how and when leader member exchange (LMX), tie strength, and innovative organizational culture influences employee innovative behavior. In particular, this study uses the social exchange theory to analyze that nurses who demonstrate high affective commitment exhibit a higher level of creativity in the workplace. Based on social exchange theory and perceived organizational support (POS) literature, the current study aims to reveal how perceived organizational support (POS) serves as an imperative mediating process between LMX, tie strength, innovative organizational culture, and employee IB. A questionnaire survey was utilized to collect the data from nurses working in public sector hospitals in Jiangsu province China. A total sample size consists of 325 nurses. Structural equation modeling through AMOS 20 was utilized to analyze the survey data. Results from the structural equation modeling (SEM) analysis indicated that LMX, tie strength, and POS are significantly related to affective commitment and employees’ IB. However, innovative organizational culture has a significant influence on POS and IB, but has no impact on affective commitment. This study covers only public sector hospitals and is limited to Jiangsu province, China. The research could be reproduced in other designated areas in different organizational setups with a bigger sample size to further enhance the understanding of the topic. The key understanding of social exchange theory (SET) is that social relationships can be used appropriately to foster an employee’s IB. It also expands research in the area of LMX, tie strength, innovative organizational culture, and POS as antecedents of affective commitment and IB. This study is a remarkable analysis of LMX, POS, organization culture, commitment, and IB in the Chinese organizational context.

scholarly journals Mediating Role of Affective Commitment in The Effect of Ethical Work Climate on Felt Obligation Among Public Officers

2019 ◽  
Vol 16 (2) ◽  
pp. 133
Author(s):  
Hafid Aditya Pradesa ◽  
Joni Dawud ◽  
Muhamad Nur Affandi
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Psychological Contract ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Intent To Leave ◽  
Work Climate ◽  
Primary Data ◽  
Ethical Work Climate ◽  
Ethical Work

Social exchange theory (SET) which explains the terms of the exchange agreement under the psychological contract assumes that what was promised is a key point in explaining individual responses at work. It was climate and support which will be argued as antecedents of individuals' attitudes and behaviors. Along with organizational support, ethical work climate was mostly examined only in relationship with intent-to leave. The purpose of this study was to determine felt obligation as the attitudinal outcome of ethical work climate, perceived organizational support, and affective commitment in terms of social exchange mechanism. This study is explanatory research based on primary data with a survey as the data gathered method. The result shows that one of five hypotheses rejected in this study. Furthermore, ethical work climate and perceived organizational support could affect felt obligation through affective commitment as mediation. Our findings are discussed below by considering the implications and limitations of this study.

scholarly journals The relationship of perceived organizational support and deviant behavior in the workplace

2013 ◽  
Vol 26 (1) ◽  
pp. 119-147
Author(s):  
Ahra Oh ◽  
Kyungkyu Park ◽  
Hyunju Yong
Keyword(s):  
Organizational Support ◽  
Structural Equation ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Deviant Behavior ◽  
Well Being ◽  
Self Esteem ◽  
Mediating Effect ◽  
Mediating Role ◽  
The Relationship

In this study, the effect of perceived organizational support on affective commitment, in order to investigate the effects of perceived organizational support on employees' deviant behavior in the workplace, is firstly verified. Then the effect of affective commitment on employees' deviant behavior in the workplace(organizational deviant behavior and interpersonal deviant behavior) is verified. In addition, the mediating role of affective commitment on the relationship between perceived organizational support and deviant behavior is revealed. Organization-based self-esteem as the moderating variable that can strengthen the relationship between affective commitment and deviant behavior is verified. 252 employees were participated in the study and structural equation analysis was employed to examine the hypotheses. The following is a summary of the results. First, affective commitment increases as perceived organizational support increases. In other words, the higher employees' perception for organizational support are, the higher affective commitment are. Second, deviant behavior in the workplace decreases as affective commitment increases, that is affective commitment have contributed to the decrease in employees' organizational deviant behavior and interpersonal deviant behavior. Third, affective commitment was empirically verified to have a mediating effect between perceived organizational support and deviant behavior in the workplace. Also, the moderating effect of Organization-based self-esteem was verified in the relationship between affective commitment and interpersonal deviant behavior in the workplace. Based on these findings, it was determined that perceived organizational support is a significant antecedent of affective commitment and perceived organizational support can be recognized as the motive of affective commitment. The exchange between the employee and employer is positively related to employees' feelings of perceived organizational support and affective commitment to the organization and reciprocation in the form of lower levels of deviant behavior. Therefore, results also revealed that employees' perceptions of organizational support have an influence on their attitudes and behavior. Our findings emphasize the importance of valuing employees and investing in their well-being in the workplace.

Decision-making participation eulogizes probability of behavioral output; job satisfaction, and employee performance (evidence from professionals having low and high levels of perceived organizational support)

2018 ◽  
Vol 14 (3) ◽  
pp. 321-339 ◽  
Author(s):  
Imran Ahmed Shahzad ◽  
Muhammad Farrukh ◽  
Nagina Kanwal ◽  
Ali Sakib
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Social Exchange ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Employee Performance ◽  
Well Being ◽  
Employee Perception ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to test social exchange in the presence of perception about organizational support theory. Design/methodology/approach Data have been collected through a questionnaire survey at a primary level and were analyzed primarily by smartPLS. Findings Results show that all relationships among study variables are highly responsive to the perception about organizational support. Nonmonetary rewards create reciprocity of employee performance (EP), but their magnitudes get affected where practioners need to pay specific attention on employee perception about organizational discretionary arrangements. Research limitations/implications The sample size for this study was taken only 10 percent from the top ten banking organizations and these organizations were selected from three big cities only including two provincial capitals. Purposive/judgmental sampling technique is being used for the data collection purpose. As moving out from these cities earning opportunities, langue and behaviors are different; so, the results cannot be generalized to the entire country and other industries. Practical implications All managers who are intended and assigned for the increase in overall firms’ performances can achieve their targets and goals by focusing on decision-making participation (DMP) through job satisfaction. Further to this, in order to increase the strength of exchange relationship where firms can introduce DMP to increase employees’ performance, perception about organizational support (if it is to be focused) to its workers well-being can yield and induce employees to perform more. Originality/value This study ensures researchers not to forget to check the impact of perceived organizational support during a discussion on social exchange and more specifically nonmonetary part of the exchange. This study suggests the way to increase employee outcomes is by focusing on the employee perception about the organizational care about them and involving them in DMP which does not involve any monetary benefits and ultimately managers and organizations can concentrate on these points to have the overall increase in EP, while keeping themselves in limited or available budgets/resources.

Perceived organizational support, affective commitment, and performance: A meta-analytic mediation

2010 ◽  
Author(s):  
Louis C. Buffardi ◽  
James N. Kurtessis ◽  
Michael T. Ford ◽  
Kathy Stewart ◽  
Cory Adis
Keyword(s):  
Organizational Support ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
And Performance

Supporting Employee Health at Work: How Perceptions Differ Across Wage Category

2021 ◽  
pp. 089011712110244
Author(s):  
Kristi Rahrig Jenkins ◽  
Emily Stiehl ◽  
Bruce W. Sherman ◽  
Susan L. Bales
Keyword(s):  
Organizational Support ◽  
Supervisor Support ◽  
Well Being ◽  
Perceived Support ◽  
Linear Regression Models ◽  
Job Responsibilities ◽  
Loved One ◽  
Negatively Associated ◽  
Workplace Stressors ◽  
Health And Well Being

Purpose: This study examines the association between sources of stress and perceptions of organizational and supervisor support for health and well-being. Design: Retrospective, cross-sectional analysis. Setting: Large university in the mid-western United States. Sample: This study focused on university employees with complete data for all variables (organizational support/N = 19,536; supervisor support/N = 20,287). Measures: 2019 socioeconomic and demographic characteristics, count of chronic conditions, sources of stress and perceptions of organizational and supervisor support. Analysis: For the multivariate analyzes, linear regression models were analyzed separately by wage bands (low ≤$46,100; middle >$46,100-$62,800; high >$62,800). Results: For all employees, workplace stressors, including problematic relationships at work and heavy job responsibilities, were negatively associated with perceptions of supervisor and organizational support. In comparison, the most salient home-based stressors were negatively associated with perceptions of supervisor support for the lowest-wage band (the death of a loved one, b = −0.13) and middle-wage band (personal illness or injury, b = −0.09), while the one for the highest-wage band (illness or injury of a loved one, b = 0.07) was positively associated with perceptions of supervisor support. Conclusion: Stressful job responsibilities and work relationships are associated with lower perceptions of supervisor and organizational support for health and well-being across all wage bands. Favorable perceived support for personal stressors only among high wage earning employees may suggest a need for improved equity of perceived support for these stressors among lower wage workers.

Il benessere organizzativo tra giustizia e motivazione

RISORSA UOMO ◽  
2009 ◽  
pp. 431-447
Author(s):  
Emanuela Chemolli ◽  
Margherita Brondino ◽  
Margherita Pasini
Keyword(s):  
Trade Union ◽  
Organizational Support ◽  
Indirect Effect ◽  
Perceived Organizational Support ◽  
Organizational Context ◽  
Well Being ◽  
Loosely Coupled ◽  
Local Union ◽  
Justice Perception ◽  
Organizational Constructs

- Organizational justices has often been studied as an antecedent of different organizational constructs concerning well-being but only in few studies it has been related with motivation at work. In this research we surveyed justice perception of 113 trade union members of a local union (defined also as loosely-coupled organization), their motivation at work and their perceived organizational support. We want to verify whether, in this atypical organizational context, justice is an antecedent of motivation as it seems to be in the few empirical studied on this topic. At the beginning, this relation was not present, but the inclusion of perceived organization support like mediation variable pointed out an indirect effect between justice and motivation.

scholarly journals Leader-Member Quality Relationship, Perceived Organizational Support and Employee Voice Behavior: Moderating Role of Core Self-Evaluation

2017 ◽  
Vol 3 (2) ◽  
pp. 16
Author(s):  
Qura-Tul-Aain Khair
Keyword(s):  
Social Exchange ◽  
Personality Trait ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Exchange Theory ◽  
Employee Voice ◽  
Self Evaluation ◽  
Core Self ◽  
Quality Relationships

Abstract— The purpose of this research is to investigate the impact of relational exchange and individual differences on the employee voice. In the light of social exchange theory, the present study proposed the relationship between Leader-member quality relationships and employee voice. This study explains ‘how’ this relationship establishes and ‘why’ this relationship keeps carrying on. It has been proposed that perception of organizational support mediates the association between leader-member quality relationships and employees’ promotive and prohibitive voice behaviors. Moreover, personality trait is another important factor which is inseparable from developing perceptions and behaviors. The perceptions about organizational support and the strength of raising voice can be highly predictable by individual’s personality traits. So, this study has undertaken core self-evaluation as personality trait and explores people having different core self-evaluation (CSE) shows different strengths for promotive and prohibitive voicing based on leader-member quality relationships (LMQR) and perceived organizational support (POS).    Index Terms-- Leader-member relationship, perceived organizational support, employee voice, core self-evaluation and social exchange theory

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