Reciprocation of perceived organizational support.

By R. Eisenberger, S. Armeli, Barbara Rexwinkel, P. Lynch, Linda Rhoades. Journal of Applied Psychology, 2001

3,112 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0abf7afb761fabee7810de32fafbd597a15e8910

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

(Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice (2013, background): “1988) or the measure capturing emotions at work developed by Fisher (2000). After respondents had remembered and described their last performance appraisal interview, we asked them how intensely they felt a list of discrete emotions during and immediately after the appraisal.”
Trust, trustworthiness, and trust propensity: a meta-analytic test of their unique relationships with risk taking and job performance. (2007, background): “Perceived support was included because its focus on caring, valuing, showing concern, and helping the focal individual (Eisenberger et al., 2001) matches Mayer et al.”
Engendering trust in manager‐subordinate relationships: Predictors and outcomes (2003, background): “It is also shown to positively influence the variable of POS (Eisenberger et al., 2001).”
Employee positive moods as a mediator linking transformational leadership and employee work outcomes (2009, background): “Furthermore, Eisenberger, Armeli, Rexwinkel, Lync, and Rhoades ( 2001 ) selected 413 postal employees and found that employees in higher positive moods showed greater levels of helping coworker behavior.”
The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment (2014, positive): “POS has also been found to be associated with various other outcomes related to employees’ well-being, including positive mood at work (Eisenberger et al., 2001), job satisfaction (Eisenberger, Cummings, Armeli, & Lynch, 1997), organization-based self-esteem (Lee & Peccei, 2007), and reduced…”
Group Creativity: The Effects of Extrinsic, Intrinsic, and Obligation Motivations (2006, background): “Per Creativity Research Journal 161 the aforementioned theoretical discussions, the more an individual perceives his or her behavior as being independent of task performance, the more his or her obligation motivation is expected to be.”
Feeling lonely at work: investigating the consequences of unsatisfactory workplace relationships (2012, background): “Using organizational support theory, we would then expect employees who receive little support or mentoring, especially during the early stage of their career development, to experience loneliness (Eisenberger et al. 2001; Aselage and Eisenberger 2003).”