The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process

By David G. Allen, L. Shore, R. W. Griffeth. 2003

1,909 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/83829b750b34d10668b4c2de938b9b7904f21fea

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Exploring Employee Engagement from the Employee Perspective: Implications for HRD. (2011, methodology): “As an implication for HRD research and practice, scholars and practitioners could work to improve and build upon person factors by focusing on the first two propositions and providing employees at all levels opportunities for learning and growth ( Allen et al. , 2003”
Testing for Mediating Variables in Management Research: Concerns, Implications, and Alternative Strategies (2005, background): “For example, many recent studies of mediating variables that apply structural equation techniques to test for mediating variables do not allow the error terms across equations to correlate (e.g., Allen, Shore, & Griffeth, 2003; Bacharach, Bamberger, & Sonnenstuhl, 2002; Gainey & Klaas, 2003; McAll”
HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi-Level Analysis (2010, positive): “More recently, attention has turned to the effects of systems of HRM practices on individual employee attitudes and behaviours (Allen et al., 2003; Kuvaas, 2008; Wright et al., 2003; Zacharatos et al., 2005). Allen et al. (2003) show that the positive relationship between ‘supportive human resource ”
Exchange relationships: examining psychological contracts and perceived organizational support. (2005, background): “In particular, organizational practices such as participation in decision making (Allen, Shore & Griffeth, 2003), fairness of rewards (Allen et al., 2003), developmental experiences and promotions (Wayne, Shore & Liden, 1997), autonomy (Eisenberger, Rhoades & Cameron, 1999) and job security…”
High commitment HR practices, the employment relationship and job performance: A test of a mediation model (2016, background): “…found that employee perceptions of pay level, career development opportunities and work-family support were positively related to their POS, while Allen, Shore, and Griffeth (2003) found that perceptions of participation in decision making, growth opportunities and fairness of…”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “…research has shown that POS is associated with a reduced occurrence of various behaviors harmful to the organization’s productivity, including turnover (Allen et al., 2003; Eisenberger et al., 2002), absenteeism (Rhoades and Eisenberger, 2002), and tardiness (Eder and Eisenberger, 2008).”
With a little help from my colleagues: A social embeddedness approach to perceived organizational support (2012, neutral): “Social acceptance and access to valued resources represent forms of favorable and supportive treatment and hence represent an important source of POS (Allen et al., 2003; Shore & Shore, 1995; Wayne, Shore, Bommer, & Tetrick, 2002).”
A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research (2005, background): “First, the conceptual distinction between organizational commitment and intentions to leave and the directionality of such relationship are evident in the literature (e.g., Allen et al., 2003; Johnston et al., 1990; Schwepker, 2001).”
Toward a Theoretical Model of Employee Turnover: A Human Resource Development Perspective (2004, background): “(2001) and Allen et al. (2003) both included the construct perceived organizational support, which included several items reflective of integration in the present model. Tinto (1987, 1993) defined integration as the extent to which students perceive that their interactions with members of the colleg”