Consistent with Eisenberger’s proposition, research reveals that employees with high levels of POS are more
committed to the organizations they work for and more satisfied with their jobs (Rhoades & Eisenberger, 2002).
Such employees are less likely to be tardy, absent, or resign (e.g. Allen, Shore, & Griffeth, 2003; Eisenberger et al.,
1986); and have higher in-role performance (e.g. Armeli, Eisenberger, Fasolo, & Lynch, 1998).
On the basis of the reciprocity norm, POS should create a felt obligation to care about the organization’s welfare
(Eisenberger, Armeli, Rexwinkel, Lynch, & Rhoades, 2001). The obligation to exchange caring for caring (Foa &
Foa, 1980) should enhance employees’ affective commitment to the personified organization.
POS should also increase affective commitment by fulfilling such socioemotional needs as affiliation and emotional
support (Armeli et al., 1998; Eisenberger et al., 1986). Such need fulfilment produces a strong sense of belonging to
the organization, involving the incorporation of employees’ membership and role status into their social identity.
POS should strengthen employees’ beliefs that the organization recognizes and rewards increased performance (i.e.,
performance-reward expectancies). These processes should have favorable outcomes both for employees (e.g.,
increased job satisfaction and heightened positive mood) and for the organization (e.g., increased affective
commitment and performance, reduced turnover).
The relationship of POS to behavioural intentions to leave (i.e., turnover intention) have been assessed (e.g.
Guzzo, Noonan, & Elron, 1994), as have actual withdrawal behaviors such as tardiness, absenteeism, and voluntary
turnover. Retention of organizational membership, high attendance, and punctuality provide publicly identifiable
ways for employees to reciprocate POS.
A key concept associated with POS is the norm of reciprocity (Gouldner, 1960). According to organizational
support theory, POS can have a positive impact on employee attitudes and behaviors mainly because it creates a
sense of obligation within the individuals to repay the organization (Eisenberger et al., 1986; Eisenberger, Fasolo, &
Davis-LaMastro, 1990). Despite this contention, most POS studies have only examined the direct effect of POS on
various outcomes, while little research has been conducted to investigate the mediating mechanisms through which
POS influences employee behaviors and attitudes. One exception is Eisenberger et al.’s (2001), which specifically
examined reciprocation’s role in the relationships of POS with employee commitment and job performance. Their
research suggests that an important mediator of the POS-outcome relationship is felt obligation. This finding
supports social exchange theory (Blau, 1964) and organizational support theory’s (Eisenberger et al., 1986; Rhoades
& Eisenberger, 2002) contention that the norm of reciprocity applies to the employer-employee relationship.
Specifically, employees respond to favorable treatment by the organization with feelings of obligation to care about
the organization’s welfare and to act in the organization’s behalf, which, in turn, enhance positive work attitudes and
behaviors. Following this research, to further validate the role of the reciprocity norm in explaining the mediating
mechanism for the relationship between POS and important organizational outcomes, Present study examine the role
of felt obligation as a mediator of the effects of POS on a variety of work attitudes and behaviors. In the POS
literature, organizational commitment, in-role performance, and turnover intention have been outcome variables that
are usually found to be related to POS. Therefore, in present study, these variables have been used as the outcome
variables.
ช่วยแปลหน่อยนะค่ะ
committed to the organizations they work for and more satisfied with their jobs (Rhoades & Eisenberger, 2002).
Such employees are less likely to be tardy, absent, or resign (e.g. Allen, Shore, & Griffeth, 2003; Eisenberger et al.,
1986); and have higher in-role performance (e.g. Armeli, Eisenberger, Fasolo, & Lynch, 1998).
On the basis of the reciprocity norm, POS should create a felt obligation to care about the organization’s welfare
(Eisenberger, Armeli, Rexwinkel, Lynch, & Rhoades, 2001). The obligation to exchange caring for caring (Foa &
Foa, 1980) should enhance employees’ affective commitment to the personified organization.
POS should also increase affective commitment by fulfilling such socioemotional needs as affiliation and emotional
support (Armeli et al., 1998; Eisenberger et al., 1986). Such need fulfilment produces a strong sense of belonging to
the organization, involving the incorporation of employees’ membership and role status into their social identity.
POS should strengthen employees’ beliefs that the organization recognizes and rewards increased performance (i.e.,
performance-reward expectancies). These processes should have favorable outcomes both for employees (e.g.,
increased job satisfaction and heightened positive mood) and for the organization (e.g., increased affective
commitment and performance, reduced turnover).
The relationship of POS to behavioural intentions to leave (i.e., turnover intention) have been assessed (e.g.
Guzzo, Noonan, & Elron, 1994), as have actual withdrawal behaviors such as tardiness, absenteeism, and voluntary
turnover. Retention of organizational membership, high attendance, and punctuality provide publicly identifiable
ways for employees to reciprocate POS.
A key concept associated with POS is the norm of reciprocity (Gouldner, 1960). According to organizational
support theory, POS can have a positive impact on employee attitudes and behaviors mainly because it creates a
sense of obligation within the individuals to repay the organization (Eisenberger et al., 1986; Eisenberger, Fasolo, &
Davis-LaMastro, 1990). Despite this contention, most POS studies have only examined the direct effect of POS on
various outcomes, while little research has been conducted to investigate the mediating mechanisms through which
POS influences employee behaviors and attitudes. One exception is Eisenberger et al.’s (2001), which specifically
examined reciprocation’s role in the relationships of POS with employee commitment and job performance. Their
research suggests that an important mediator of the POS-outcome relationship is felt obligation. This finding
supports social exchange theory (Blau, 1964) and organizational support theory’s (Eisenberger et al., 1986; Rhoades
& Eisenberger, 2002) contention that the norm of reciprocity applies to the employer-employee relationship.
Specifically, employees respond to favorable treatment by the organization with feelings of obligation to care about
the organization’s welfare and to act in the organization’s behalf, which, in turn, enhance positive work attitudes and
behaviors. Following this research, to further validate the role of the reciprocity norm in explaining the mediating
mechanism for the relationship between POS and important organizational outcomes, Present study examine the role
of felt obligation as a mediator of the effects of POS on a variety of work attitudes and behaviors. In the POS
literature, organizational commitment, in-role performance, and turnover intention have been outcome variables that
are usually found to be related to POS. Therefore, in present study, these variables have been used as the outcome
variables.