POS: Underlying Psychological process & Supporting Studies
Underlying Psychological Processes
1. On the basis of the reciprocity norm, POS should produce a felt obligation to care about the organization’s welfare and to help the organization reach its objectives.
2. The caring, approval, and respect connoted by POS should fulfill socio-emotional needs, leading workers to incorporate organizational membership and role status into their social identity.
3. POS should strengthen employees’ beliefs that the organization recognizes and rewards increased performance (i.e., performance-reward expectancies). These processes should have favorable outcomes both for employees (e.g., increased job satisfaction and heightened positive mood) and for the organization (e.g., increased affective commitment and performance, reduced turnover).
Supporting Studies
1. In Eisenberger’s 1986 study of POS, they found that POS reduces absenteeism. The relationship is stronger in employees with strong exchange ideology than those with a weak ideology. Employee exchange ideology refers to employees' belief that their expectation of organization's welfare and their work effort is directly linked to how favorably they have been treated by the organization (Eisenberger et al., 1986).
2. Also, the study of Lynn McFarlane Shore and Sandy J. Wayne in 1993 suggests that, compared to affective commitment and continuance commitment, POS may be a better predictor of employee citizenship behaviors.
3. In a meta-analysis of research on POS, Rhoades and Eisenberger (2002) found that three general categories of favorable treatment received by employees (fairness of treatment, supervisors support, and rewards and job conditions) are associated with POS, which, in turn, is positively related to outcomes welcomed by employees (e.g., increased job satisfaction, positive mood, and reduced stress) and the organization (e.g., increased affective commitment and performance and reduced turnover).
4. One meta-analysis study has found that POS has a strong, positive effect on organizational commitment and job satisfaction; a weak to moderate, positive effect on job performance; and a strong, negative effect on employees’ turnover intentions (Riggle et al., 2009).
1. On the basis of the reciprocity norm, POS should produce a felt obligation to care about the organization’s welfare and to help the organization reach its objectives.
2. The caring, approval, and respect connoted by POS should fulfill socio-emotional needs, leading workers to incorporate organizational membership and role status into their social identity.
3. POS should strengthen employees’ beliefs that the organization recognizes and rewards increased performance (i.e., performance-reward expectancies). These processes should have favorable outcomes both for employees (e.g., increased job satisfaction and heightened positive mood) and for the organization (e.g., increased affective commitment and performance, reduced turnover).
Supporting Studies
1. In Eisenberger’s 1986 study of POS, they found that POS reduces absenteeism. The relationship is stronger in employees with strong exchange ideology than those with a weak ideology. Employee exchange ideology refers to employees' belief that their expectation of organization's welfare and their work effort is directly linked to how favorably they have been treated by the organization (Eisenberger et al., 1986).
2. Also, the study of Lynn McFarlane Shore and Sandy J. Wayne in 1993 suggests that, compared to affective commitment and continuance commitment, POS may be a better predictor of employee citizenship behaviors.
3. In a meta-analysis of research on POS, Rhoades and Eisenberger (2002) found that three general categories of favorable treatment received by employees (fairness of treatment, supervisors support, and rewards and job conditions) are associated with POS, which, in turn, is positively related to outcomes welcomed by employees (e.g., increased job satisfaction, positive mood, and reduced stress) and the organization (e.g., increased affective commitment and performance and reduced turnover).
4. One meta-analysis study has found that POS has a strong, positive effect on organizational commitment and job satisfaction; a weak to moderate, positive effect on job performance; and a strong, negative effect on employees’ turnover intentions (Riggle et al., 2009).