Perceived organizational support and work status: a comparison of the employment relationships of part‐time and full‐time employees attending university classes

By A. Gakovic, Lois E. Tetrick. 2003

168 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/22c277846a903642cc068fbddefb2535849e6475

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Social and economic exchange in the employee‐organization relationship: the moderating role of reciprocation wariness (2009, background): “) and outcomes such as commitment, OCBs, and performance ( Gakovic and Tetrick, 2003”
The moderating impact of internal social exchange processes on the entrepreneurial orientation–performance relationship (2010, background): “The notion of organizational commitment conceives of functional managers as having an exchange relationship with their organization (Eisenberger et al., 1986; Gakovic and Tetrick, 2003), and this relationship in turn plays an important role in managers’ day-to-day behavior (Allen and Meyer, 1990).”
If You Wrong Us, Shall We Not Revenge? Moderating Roles of Self-Control and Perceived Aggressive Work Culture in Predicting Responses to Psychological Contract Breach (2015, background): “We controlled for employment status because part-time employees tend to perceive that their exchange relationships are more economic in nature, while full-time employees report greater relational and transactional psychological contract obligations to their employers (Gakovic & Tetrick, 2003).”
Co‐Worker Exclusion and Employee Outcomes: An Investigation of the Moderating Roles of Perceived Organizational and Social Support (2014, methodology): “We also controlled for education level and work status (full- or part-time) as some research has shown that POS differs for full- vs. part-time employees (Gakovic and Tetrick, 2003).”
Workplace spirituality and organizational commitment: an integrative model (2011, background): “…CC: (a) the perceived sacrifice associated with leaving, and (b) the perceived lack of employment alternatives (e.g. McGee and Ford 1987; Meyer et al. 1990; Dunham et al. 1994; Hackett et al. 1994; Jaros 1997; Powell and Meyer 2004; Gakovic and Tetrick 2003; Bentein et al. 2005; Herrbach 2006).”
The Role of Pay Satisfaction and Organizational Commitment in Turnover Intentions: A Two-Sample Study (2008, methodology): “continuance commitment to employee retention, one should distinguish among its two sub-components—the perceived sacrifice associated with leaving and the perceived lack of alternatives (Bentein et al. 2005; Dunham et al. 1994; Gakovic and Tetrick 2003; Hackett et al. 1994; Jaros 1997; Meyer et al.”
Perceived organizational support and organizational commitment: The moderating effect of locus of control and work autonomy (2007, background): “In the case of the relationship between POS and affective commitment, it would appear to be mainly the socio-emotional and symbolic aspects of this exchange that are taken into consideration ( Gakovic and Tetrick, 2003”
Different responses to job insecurity of Chinese workers in joint ventures and state-owned enterprises (2005, background): “In fact, the two kinds of exchange exist in employment relationships (Cardona et al., 2004; Cropanzano et al., 2003; Gakovic & Tetrick, 2003), and both socio-psychological and economic considerations are important determinants of employees’ reactions to reduction in job security.”
Organizational Justice in an Exchange Framework: Clarifying Organizational Justice Distinctions (2006, background): “Furthermore, Gakovic and Tetrick (2003) recently found no differences in the exchange relationships or perceived obligations of part-time versus full-time employees.”