A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research |
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| Authors: | Robert J Riggle Diane R Edmondson John D Hansen |
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| Institution: | aNorthern Illinois University, Department of Marketing, College of Business, DeKalb, Illinois 60115-2897, United States;bMiddle Tennessee State University, Department of Management and Marketing, PO Box 75, Murfreesboro, Tennessee 37132, United States;cNorthern Illinois University, Department of Marketing, College of Business, DeKalb, Illinois 60115-2897, United States |
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| Abstract: | Anecdotal comments from practitioners and extant empirical research suggests a tenuous link between perceived organizational support and desired employee outcomes. Accordingly, in this study the authors conduct a meta-analysis examining the effects of perceived organizational support on four employee outcomes: organizational commitment, job satisfaction, performance, and intention to leave. The authors also examine the extent to which these effects are moderated by job type (frontline vs. non-frontline employee). Findings from the study indicate that perceived organizational support has a strong, positive effect on job satisfaction and organizational commitment; a moderate, positive effect on employee performance; and a strong, negative effect on intention to leave. Study findings also indicate that the effects of perceived organizational support are more pronounced for non-frontline employees. |
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| Keywords: | Perceived organizational support Employee outcomes Organizational commitment |
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