A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

By Robert J. Riggle, D. Edmondson, J. Hansen. 2009

770 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Implications of Family Business Employment for Employees’ Innovative Work Involvement (2015, positive): “Furthermore, this study contributes to the organizational support literature (Rhoades & Eisenberger, 2002; Riggle et al., 2009).”
Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator (2014, background): “Research has consistently shown a negative relationship between POS and both turnover intentions and actual turnover (Guzzo, Noonan, & Elron, 1994; Rhoades & Eisenberger, 2002; Riggle et al., 2009; Wayne, Shore, & Liden, 1997).”
Predicting turnover intentions: The interactive effects of organizational commitment and perceived organizational support (2010, background): “One aspect of a positive and supportive organizational environment is an employee's perceived organizational support (POS), which is an employee attitude which many organizations deem valuable (for example the corporation Google), and are therefore investing in programs to develop their employee's P”
Work antecedents and consequences of work-life balance: A two sample study within New Zealand (2020, background): “…that beyond building resources in CoR theory, they might also be extracting felt obligations under social exchange theory, where an employee who receives benefits and support from the organization reciprocates with things like higher commitment and citizenship behaviors (Riggle et al., 2009).”