14
effectively and to deal with stressful situationscf. George, Reed, Ballard, Colin, Fielding, 1993.
Previous research also provides indication that perceived organizational support is associated with trust Tan and Tan 2000, affective commitment Shore
and Wayne 1993; Casper et al 2002, turnover intentions Wayne, Shore, and Liden 1997; Eisenberger et al 2002, service delivery standards Fuller et al 2003,
innovation Eisenberger, Fasolo and Davis-LaMastro 1990 and job factors such as involvement, pressure and withdrawal behaviours Rhoades and Eisenberger
2002. In addition, Watkins 1995 found a strong correlation between the effectiveness of conversations with superiors and perceived organizational
support.
2.2.1 Antecedents of Perceived Organizational Support
On the basis of organizational support theory Eisenberger et al., 1986, three general forms of perceived favorable treatment received from the
organization are fairness, supervisor support, and organizational rewards and job conditions would increase employee satisfaction.
Fairness
Fairness is the another way to determine the distribution of resources among employees Greenberg, 1990. Shore and Shore 1995 suggested that
repeated instances of fairness in decisions concerning resource distribution should have a strong cumulative effect on POS by indicating a concern for employees’
welfare.
15
Supervisor Support
Perceiving organizational support Employee develop general views concerning the degree to which supervisors value their contributions and care
about their well-being Kottke Sharafinski, 1988. In the organization supervisors act as agents of the organization, having responsibility for directing
and eva luating subordinates’ performance, employees view their supervisor’s
favorable or unfavorable orientation toward them as indicative of the
organization’s support Eisenberger et al., 1986; Levinson, 1965.
Organizational Rewards and Job Conditions
Shore and Shore 1995 suggested that human resources practices showing recognition of employee contributions should be positively related to POS. A kind
of rewards and job conditions have been studied in relation to POS —for example,
recognition, pay, promotions, job security through downsizing condition , autonomy or how the employee carry out their job, role stressors, and job training
as a flexible practice communicating an investment in the employee.
2.2.2 Consequences of Perceived Organizational Support Organizational Commitment
Perceived organization support however will increase affective commitment by fulfilling such socioemotional needs as affiliation and emotional
support Armeli et al., 1998; Eisenberger et al., 1986. POS creates a strong sense of be
longing to the organization, involving the integration of employees’
membership and role status into their social identity.
16
Job-Related Affect
POS has been hypothesized to influence employees’ general affective reactions to their job, including job satisfaction and positive mood. POS increase
to overall job satisfaction by meeting socioemotional needs, increasing performance-reward expectancies, and signaling the availability of help when
needed. POS may contribute to employees’ feelings of competence and importance, thus enhancing positive mood Eisenberger et al., 2001; cf. George
Brief, 1992.
Job Involvement Job Involvement refers to identification with and interest in the specific
work one performs Cropanzano et al., 1997; O’Driscoll Randall, 1999. Perceived competence has been found to be related to task interest Eisenberger et
al., 1999. By enhancing employees’ perceived competence, POS might increase
employees’ interest in their work. Performance
POS however should increase the performance of standard job activities and actions favorable to the organization that go beyond assigned responsibilities.
According to George and Brief 1992, such extra-role activities include helping related employees, taking actions that protect the organization from risk, offering
constructive suggestions, and gaining knowledge and skills that are beneficial to the organization in order becoming well.
17
2.3 Job Satisfaction
