The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.

By Sandy J. Wayne, L. Shore, William H. Bommer, Lois E. Tetrick. Journal of Applied Psychology, 2002

1,062 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/125a7cf9f7a1ad17ab7a17cbe58df4964c4e6050

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Implications of psychological contract breach: A perceived organizational support perspective (2011, background): “), and the quality of relationships with supervisors ( Wayne et al. , 2002”
The Relationship between Perceived Supervisor Support, Perceived Organizational Support, Organizational Commitment and Employee Turnover Intention (2015, background): “, 1994; Wayne et al., 1997). It is supported by Guzel et al., (2011), an organization that provide such support for its employees improves employees’ loyalty within the organization at the same time as reducing negative feelings and thoughts about the concerning organization.”
Extending the Chain of Relationships Among Organizational Justice, Social Exchange, and Employee Reactions: The Role of Contract Violations (2005, background): “Recall our intent to also test the nonhypothesized relationships between justice (procedural and interactional), social exchange relationships, and outcome variables (e.g., job satisfaction) in order to replicate prior research (see Figure 2). As in earlier findings (Cropanzano et al. 2002; Masterso”
The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective (2014, background): “The inter-relationships among LMX, organizational justice, performance ratings, and other outcomes are frequently explained in terms of social exchange theory (Masterson et al. 2000; Wayne et al. 2002).”
Employees’ Reactions to Peers’ Unfair Treatment by Supervisors: The Role of Ethical Leadership (2014, background): “OCBs, on the other hand, are constructive behaviors highly regarded by managers that, if withdrawn by employees, may also cause considerable harm to the work group, leader or organization (Podsakoff and MacKenzie 1997; Rotundo and Sackett 2002; Wayne et al. 2002).”
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “In high-quality relationships, the leader convinces the follower that the organization deserves commitment (Wayne et al., 2002).”