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Perceived organizational support: inferior versus superior performance by wary employees

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CONTRIBUTORS:
  Author Lynch, Patrick D.
  Author Eisenberger, Robert
  Author Armeli, Stephen
JOURNAL:
  Journal of Applied Psychology [JAP], 84(4), 467 - 83.
YEAR: 1999
PUB TYPE: Journal Article
SUBJECT(S): Organizational-climate; Social-exchange; Employee-motivation; Employees-Rating
DISCIPLINE: No discipline assigned
HTTP:
LANGUAGE: English
PUB ID: 103-361-589 (Last edited on 2003/11/17 11:21:48 US/Mountain)
SPONSOR(S):
 
ABSTRACT:
Retail employees in Study 1 and employees from multiple organizations in Study 2 completed a questionnaire investigating the moderating effect of perceived organizational support (POS) on the relationship of employees' fear of exploitation in exchange relationships (reciprocation wariness) and their in-role and extra-role job performance. When POS was low, reciprocation wariness was negatively related to in-role and extra-role job performance. With high POS, reciprocation wariness was positively related to extra-role performance and either positively related to in-role performance (for retail employees) or showed no reliable relationship with in-role performance (for the multiorganizational sample). In deciding on their work effort, reciprocation-wary employees considered how much the organization values their contributions and cares about their well-being. Implications for employee-employer exchange relationships and workforce cynicism are discussed.
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