Perceived Organizational Support: Fostering Enthusiastic and Productive Employees

By R. Eisenberger, Florence Stinglhamber. 2011

649 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3c8d0eba8838a7a260da3055d21e2713bfa44093

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Antecedents of pro-environmental behaviours at work: The moderating influence of psychological contract breach (2014, background): “POS refers to the degree workers perceive the organisation values their contributions, cares about their well-being, shows concern for them, notices when their work is well accomplished and appreciates their extra effort on the job (Eisenberger & Stinglhamber, 2011).”
Perceived organizational support and employees’ well-being: the mediating role of organizational dehumanization (2017, background): “Organizational dehumanization as a mediator of the relationship between POS and well-being As indicated earlier, organizational support theory (Eisenberger & Stinglhamber, 2011; Kurtessis et al., 2015) early suggested that POS is related to employees’ subjective well-being.”
Envy As Pain: Rethinking the Nature of Envy and Its Implications for Employees and Organizations (2012, background): “Research has shown that unfair and inequitable treatment is one of the strongest predictors of perceived organizational support (Eisenberger & Stinglhamber, 2011; Moorman, Blakely, & Niehoff, 1998; Rhoades & Eisenberger, 2002).”
Perceived Organizational Support, Motivation, and Engagement Among Police Officers (2013, background): “Indeed, organizational support theory identifies eight key processes for the positive links between perceived organizational support and favorable outcomes (e.g., work engagement; see Eisenberger & Stinglhamber, 2011).”
Understanding Employee Engagement in the Public Sector: The Role of Immediate Supervisor, Perceived Organizational Support, and Learning Opportunities (2017, methodology): “As such, OST maintains that, based on the norm of reciprocity, workers trade effort and dedication to their organization for such tangible rewards as added flexibility in life–work balance and promotion.”
The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees' satisfaction and turnover intentions (2013, methodology): “…organizational support and favourable outcomes: personification of the organization, organizational discretion, organization sincerity, organizational embodiment, felt obligation, reward expectancy, socioemotional need fulfilment, and anticipated help (see Eisenberger & Stinglhamber, 2011).”
Knowledge Sharing, Abusive Supervision, and Support (2015, background): “Scholars suggest that favorable work experiences and job conditions—including training, job security, reward expectations, and high autonomy—are effective ways for cultivating employees’ high organizational support (Eisenberger & Stinglhamber, 2011; Shanock & Eisenberger, 2006).”
The Relationship Between Perceived Organizational Support and Affective Commitment (2013, background): “Supervisor evaluated subordinates’ extra-role performance on the four forms of organizational spontaneity described by George and Brief (1992), which are assessable by the supervisor (i.”
How to fuel employees’ prosocial behavior in the hotel service encounter (2020, background): “Based on the reciprocity norm, employees with a sense of perceived organizational support are more likely to contribute to the organization (Eisenberger et al., 2001) and expect that assistance is available when needed to better perform their jobs (Eisenberger and Stinglhamber, 2011).”
Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory (2017, methodology): “…commitment; psychological well-being According to organizational support theory (OST; Eisenberger, Huntington, Hutchison, & Sowa, 1986; Eisenberger & Stinglhamber, 2011; Shore & Shore, 1995), employees develop a general perception concerning the extent to which the organization values…”
The supervisor POS–LMX–subordinate POS chain: Moderation by reciprocation wariness and supervisor's organizational embodiment (2014, positive): “…to favorable treatment from their supervisors (e.g., indicated by high LMX) with high POS and greater organizational involvement because they view their supervisor as an organizational agent whose behaviors toward them reflect the organization’s intentions (Eisenberger & Stinglhamber, 2011).”
Cross-Level Influences of Empowering Leadership on Citizenship Behavior (2017, background): “…cognitions in the form of organizational support climate (i.e., the extent to which a work team’s members agree that the organization is “on their side”; Eisenberger & Stinglhamber, 2011) as an important moderator influencing empowering leadership effects on both affiliative OCB and taking charge.”