AI Article Synopsis
- L. Rhoades and R. Eisenberger (2002) found a significant link between perceived organizational support (POS) and employee performance, but could not determine the direction of this relationship.
- To clarify this, they studied 199 employees from an electronics sales company over a 3-year period using a cross-lagged panel design.
- Their results indicated that higher POS positively influenced improvements in extra-role performance, while extra-role performance did not significantly affect POS.
Article Abstract
L. Rhoades and R. Eisenberger (2002) reported the meta-analytic finding of a highly statistically significant relation between perceived organizational support (POS) and performance but concluded that the reviewed studies' methodology allowed no conclusion concerning the direction of the association. To investigate this issue, the authors assessed POS and extra-role performance 2 times, separated by a 3-year interval, among 199 employees of an electronic and appliance sales organization. Using a cross-lagged panel design, the authors found that POS was positively associated with a temporal change in extra-role performance. In contrast, the relation between extra-role performance and temporal change in POS was not statistically significant. These findings provide evidence that POS leads to extra-role performance.
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| http://dx.doi.org/10.3200/SOCP.149.1.119-124 | DOI Listing |
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