When supervisors feel supported: relationships with subordinates' perceived supervisor support, perceived organizational support, and performance.

By L. Shanock, R. Eisenberger. Journal of Applied Psychology, 2006

1,086 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c5f23793cf5548fbd94c032d7fc3e744157b126a

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Citations in the corpus

Compassion revealed: What we know about compassion at work (and where we need to know more) (2011, background): “Indeed, evidence from research on perceived organizational support suggests that supervisors who feel that their organization values them and cares about their well-being are more likely to direct supportive behaviors toward their subordinates (Rhoades & Eisenberger, 2006).”
Performance and turnover intentions: a social exchange perspective (2013, background): “It is true that social exchange relationships have been found to have important implications (including for turnover intentions) among other work populations in the service sector, such as retail employees (Shanock and Eisenberger, 2006).”
Does Fun Pay? The Impact of Workplace Fun on Employee Turnover and Performance (2013, methodology): “Five items were used to measure manager support for fun, based on a measure developed by Shanock and Eisenberger (2006) and adapted to reflect support for having fun in the workplace.”
Trickle-Down, Trickle-Out, Trickle-Up, Trickle-In, and Trickle-Around Effects: An Integrative Perspective on Indirect Social Influence Phenomena (2018, background): “Shanock & Eisenberger (2006) No specific definition proposed.”
How low does ethical leadership flow? Test of a trickle-down model (2009, background): “Finally, Shanock and Eisenberger (2006) found that subordinates’ perceptions of support from the supervisor mediated positive relationships of supervisors’ perceived organizational support (POS) with subordinates’ performance.”
Mediator Analysis of Employee Engagement: Role of Perceived Organizational Support, P-O Fit, Organizational Commitment and Job Satisfaction (2013, background): “Previous studies involving diverse occupations and organizations indicated a high reliability and unidimensionality of the POS Survey (Rhoades & Eisenberger, 2002; Shanock & Eisenberger, 2006; Shore & Tetrick, 1991).”
Relationships Among Perceived Supervisor Support, Psychological Empowerment and Employee Engagement in Indian Workplaces (2015, background): “Researchers have found that PSS positively influences perceived organizational support, performance, and employee retention (Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, 2002; Shanock & Eisenberger, 2006).”
The Negative Aspects of Social Exchange: An Introduction to Perceived Organizational Obstruction (2009, methodology): “Finally, consistent with past research (e.g., Shanock & Eisenberger, 2006), we conducted chi-square difference tests to examine discriminant validity (Bentler & Bonett, 1980; James, Mulaik, & Brett, 1992).”
Mentoring functions and turnover intention: the mediating role of perceived organizational support (2016, methodology): “POS refers to employees’ global beliefs ‘concerning the extent to which the organization values their contributions and cares about their well-being’ (Shanock & Eisenberger, 2006, p. 206).”
Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate (2019, background): “Employees experiencing supportive supervision feel obliged to reciprocate by helping their supervisor achieve business unit goals (Rhoades Shanock & Eisenberger, 2006).”
(Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice (2013, background): “2002) and job performance (Shanock and Eisenberger 2006) which show that both POS and PSS explain unique variance in employee behavior.”
Psychological Contracts and Organizational Identification: The Mediating Effect of Perceived Organizational Support (2011, background): “Shanock and Eisenberger 2006 ) to assess: (1) that respondents distinguished between constructs; and (b) the impact of common method bias on the sample.”