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Perceived Organizational Support (perceived + organizational_support)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Selected Abstracts

Tuition reimbursement, perceived organizational support, and turnover intention among graduate business school students

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2006
Marshall Pattie
Recent research has shown that while tuition reimbursement is generally associated with employee retention, employees may be more inclined to switch jobs when they earn graduate degrees. This article investigates the relationship between employees currently receiving tuition reimbursement and intention to leave the organization. Analysis of survey data from 322 employed graduate students shows that receiving tuition reimbursement is positively related to perceived organizational support, which reduces turnover intention. However, employees working toward degrees unrelated to their current jobs express greater intention to leave the organization, which increases as they near graduation. [source]

Postfeedback development perceptions: Applying the theory of planned behavior

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2006
Alma McCarthy
The primary purpose of management development programs is performance improvement at an individual and organizational level. Performance improvement results from knowledge, skill, or ability enhancement. An important intervention in management development is the use of 360-degree or multisource feedback (MSF), which leads to more effective career development activity resulting from enhanced self-awareness. The research model used to investigate self-reported postfeedback management development behavior is derived using the theory of planned behavior. The findings reveal that perceptions of the accuracy of MSF, cynicism, perceived organizational support, and age are significant predictors of postfeedback development behavior. The implications for research and practice are set out. [source]

Consequences of Satisfaction with Pay Systems: Two Field Studies

INDUSTRIAL RELATIONS, Issue 1 2000
Marcia P. Miceli
Research on pay satisfaction has been criticized for inattention to determining whether its multiple dimensions have different consequences and for overreliance on cross-sectional designs. Structural equation analyses of data from two field studies showed that satisfaction with pay systems, but not pay levels, led to greater perceived organizational support, which in turn affected employer commitment and organizational citizenship. Union commitment was a positive function of pay system satisfaction and a negative function of pay level satisfaction. [source]

An Exploration of How the Employee,Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes*

JOURNAL OF MANAGEMENT STUDIES, Issue 1 2008
Bård Kuvaas
abstract The purpose of the present study was to examine whether and how the quality of the employee,organization relationship (EOR) influences the relationship between employee perception of developmental human resource (HR) practices and employee outcomes. Analyses of 593 employees representing 64 local savings banks in Norway showed that four indicators of the EOR (perceived organizational support, affective organizational commitment, and procedural and interactional justice) moderated the relationship between perception of developmental HR practices and individual work performance. A strong and direct negative relationship was found between perception of developmental HR practices and turnover intention, but perceived procedural and interactional justice moderated this linkage. No support was found for a mediating role of the EOR indicators in the relationship between perception of developmental HR practices and employee outcomes. Implications and directions for future research are discussed. [source]