PCS: recent studies
In a recent study done by Bateman (2009) on perceived coworker support and how it related to job satisfaction and work stress, one of their hypotheses was that PCS would be positively related to job satisfaction and negatively related to work stress.
They surveyed 192 employee participants from two women’s fashion companies in New Zealand. They had a good response rate of 52% in that 98 surveys were returned. They used a few different questionnaire scales; the one that was chosen to measure co-worker support was the Social Support scale designed by O’Driscoll (2000). The scale has shown a reliability of 0.89 in past research. Their findings revealed a strong significant positive relationship between co-worker support and job satisfaction, while there was a negative relationship was supported between co-worker support and work stress. However, this second relationship's results were not statistically significant.
With the study by Bateman, it has also been learned that perceived coworker support can be linked with increased job satisfaction and help in reducing a stressful work environment, which will help to decrease turnover. Along these same lines it has been reported that employees that work within an organization that fosters coworker support and has high levels of support are able to cope with stress more effectively (Kaul & Lakey, 2003). Coworker support is not only important in the workplace, but it can also have an effect on the employee outside of the organization. Positive workplace social relationships have been found linked to physical and mental health (Kaul & Lackey). Co-worker support has been found to be an effective source of support especially when the subject is emotionally exhausted which can consequently affect work stress (Albar-Marin & Garcia-Ramirez, 2005). In the following figure you can see how social support of coworkers and supervisors alike are tied to health and performance outcomes.
They surveyed 192 employee participants from two women’s fashion companies in New Zealand. They had a good response rate of 52% in that 98 surveys were returned. They used a few different questionnaire scales; the one that was chosen to measure co-worker support was the Social Support scale designed by O’Driscoll (2000). The scale has shown a reliability of 0.89 in past research. Their findings revealed a strong significant positive relationship between co-worker support and job satisfaction, while there was a negative relationship was supported between co-worker support and work stress. However, this second relationship's results were not statistically significant.
With the study by Bateman, it has also been learned that perceived coworker support can be linked with increased job satisfaction and help in reducing a stressful work environment, which will help to decrease turnover. Along these same lines it has been reported that employees that work within an organization that fosters coworker support and has high levels of support are able to cope with stress more effectively (Kaul & Lakey, 2003). Coworker support is not only important in the workplace, but it can also have an effect on the employee outside of the organization. Positive workplace social relationships have been found linked to physical and mental health (Kaul & Lackey). Co-worker support has been found to be an effective source of support especially when the subject is emotionally exhausted which can consequently affect work stress (Albar-Marin & Garcia-Ramirez, 2005). In the following figure you can see how social support of coworkers and supervisors alike are tied to health and performance outcomes.
In a study of a hospital nursing staff, Albar-Marin & Garcia-Ramirez (2005) observed that the social support each nurse received from their coworkers helped to decrease the appearance of emotional exhaustion and burnout because the support decreases the intensity of the stressors within their job. Akkermans et al. (2009), found that the resources listed in the above figure are important predictors of employee health and performance, as can be seen both directly and indirectly through job satisfaction and emotional exhaustion.
PCS: Concluding thoughts
PCS is an attitude that is relatively new and it can sometimes be very difficult to differentiate behavior. It can be thought of as a job resource or even a job demand. It is most often helpful, but also has the ability to hinder the motivation or performance of an employee if the perception of the support is drastically different between the one who is offering the support and the person receiving it. For those that need and seek out support in their organization PCS is important to them, and they will most often find the support offered and helpful. If there are other aspects of the job that the employee does not find motivational PCS can be the link between an employee who is happy and one who is not.
One final note is that although this is a relatively new area of research within job attitudes, organizations need to aware of the importance of perceptions of co-worker support. The organization should work with their employees in learning to cultivate a supportive working environment.
One final note is that although this is a relatively new area of research within job attitudes, organizations need to aware of the importance of perceptions of co-worker support. The organization should work with their employees in learning to cultivate a supportive working environment.