Saif Khan

9/13/2016

Source B http://psycnet.apa.org/books/12318/002
Stinglhamber, Florence. "Chapter Two." Perceived Organizational Support. By Robert
Eisenberger. N.p.: n.p., 2011. 9-24. Print.
The book, The Supportive Organization, is written by Robert Eisenberger and Florence
Stinglhamber. Robert Eisenberger is a professor in the psychology department and a
professor of management in the Bauer College of Business at the University of Houston
and Florence Stinglhamber is an assistant professor of organizational psychology and
human resource management in the psychology department at the Universit Catholique
de Louvain. Additionally, the chapter asks 361 employees in a variety of occupations to
express their degree of agreement with each of the statements in the just-described
Survey of Perceived Organizational Support.
My mentor, Mr. Presson, sent me a few chapters from the book, The Supportive
Organization, that are related to perceived organizational support.
Chapter two of the book introduces the concept of organizational support theory in order
to understand perceived organizational support. Much like the golden of rule of treat
others the way you want to be treated, the organizational support theory works in the
same way. The chapter contends that organizational support creates a norm of reciprocity
meaning, employees begin to feel an obligation to help an organizational receive its
goals. If an organization correctly distributes its resources in order to meet the wants of
their employees and their socioeconomic needs, employees will have more of an
incentive to work harder and perform daily tasks better.
Quotes:
o We asked 361 employees in a variety of occupations (e.g., postal clerks, financial
trust company employees, manufacturing white-collar employees, high school
teachers) to express their degree of agreement with each of the statements in the
just-described Survey of Perceived Organizational Support. Employees degree of
agreement with each of the 36 statements that were designed to assess perceived
organizational support was predictive from a moderate to high degree of their
agreement with each of the other statements. For example, employees agreement
with the statement The organization really cares about my well-being was
highly related to their agreement with the statement The organization takes pride
in my accomplishments at workThese findings suggest that employees think
of the organization as having a distinctive view toward them that includes valuing
their contributions and caring about their well-being.
o social exchange alluded to employment as the trade of effort and loyalty for
material and socioemotional rewards. These approaches emphasize the gain to
organizations produced by the beneficial treatment of employees. Favorable work
experiences have, for example, been linked to employees emotional bond to the

organizationSocial exchange theories advance understanding of why some

employees are motivated more than others to help the organization achieve its
goals.
o Organizational support theory considers employees favorable reactions to their
positive valuations by the organization. Social exchange theory is often
misunderstood as asserting that people engage only in short-term or conscious
calculations or are moved primarily by material gain as opposed to
socioemotional considerations. This confuses social exchange theory with
economic exchange. On the contrary, social exchange involves longer term
relationships