Perceived Organizational Support

 Perceived Organizational Support Dissertation

Diary of Vocational Behavior 63 (2003) 438–456 www.elsevier.com/locate/jvb

Perceived organizational support as a mediator of the romance between politics perceptions and work effects Wayne A. Hochwarter, a, * Charles Kacmar, m Pamela T. Perrew, a e c and Diane Johnson Section of Managing, Florida Point out University, Tallahassee, FL 32306-1110, USA Section of Managing Information Devices, Florida State University, Tallahassee, FL 32306-1110, USA Department of Administration and Advertising, University of Alabama, Tuscaloosa, AL 35487-0225, USA m a

c

Received 28 February 2002

Abstract This current study investigates the mediating potential of perceived organizational support (POS) on governmental policies perceptions–work results relationships. In line with previous study, individuals could discriminate politics activity at more than one level (i. elizabeth., at the maximum level inside the organization, 1 level up coming from oneÕs current level, and at oneÕs current level). Further more, politics identified at one particular level up by oneÕs current level and politics on the highest amounts in the business were adversely related to identified organizational support. In addition , DETRAS was relevant to job pleasure, performance, affective commitment and jobinduced anxiety providing support for mediation. Implications of such findings, talents and limits, and potential avenues intended for future research are provided. Ó 2002 Elsevier Science (USA). All rights reserved. Keywords: Politics awareness; Perceived company support; Work outcomes

Matching author. Send: 1-850-644-7843. E-mail addresses: [email protected] fsu. edu (W. A. Hochwarter), [email protected] fsu. edu (C. Kacmar), [email protected] fsu. edu (P. L. Perrew), [email protected] ua. edu (D. Johnson). e 0001-8791/$ -- see the front matter Ó 2002 Elsevier Science (USA). All legal rights reserved. doi: 10. 1016/S0001-8791(02)00048-9

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1 ) Introduction Significant reviews with the literature have linked perceptions of national politics with a host of negative outcomes (Ferris & Assess, 1991; Kacmar & Baron, 1999). What is currently with a lack of the materials, however , is empirical proof of why these unfavorable relationships exist. Instead of analyzing theoretically relevant mediators of politics perceptions–work outcomes interactions, researchers have assumed the fact that self-serving nature of politicking inherently leads to conflict (Drory & Romm, 1988), which usually, in turn contributes to negative outcomes. We say that a fundamental reason politics perceptions cause unfavorable final results is because confidence that the firm values the employeeÕs contribution is worn away in conditions fraught with politics. Further, politics perceptions have the potential to cultivate unfavorable reactions seeing that individuals question the organizationÕs motivation to shield their mental safety and well-being. In sum, we all contend that perceived company support (POS) serves as a crucial intermediate addition between governmental policies perceptions and work effects. The goal of the existing study is always to examine the mediating potential of DETRAS on various politics perceptions–work outcomes associations. Further, all of us examine politics perceptions by multiple hierarchical levels. Maslyn and Fedor (1998) suggest that politics perceptions may have differential effects depending upon the hierarchical level in the business. In this study, three amounts of politics perceptions are assessed: at the greatest level inside the organization, by one level up from oneÕs current level, and at oneÕs current level.

2 . Organizational politics and perceived organizational support It includes long been advised that work signifies a testing relationship wherever employees present effort in exchange for the two tangible returns such as spend and benefits and socioemotional benefits including appreciation and esteem (Angle & Perry, 1983; Levinson, 1965; March & Bob, 1958)....

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