Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory
verifiedrich profile · Journal of Management · 2015
Kurtessis, James N.; Eisenberger, Robert; Ford, Michael T.; Buffardi, Louis C.; Stewart, Kathleen A.; Adis, Cory S.
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
perceived organizational support → job satisfaction
perceived organizational support → task performance
perceived organizational support → counterproductive work behaviours
perceived organizational support → affective commitment
perceived organizational support → turnover intention
perceived organizational support → burnout
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
perceived organizational support predicts affective commitment
perceived organizational support predicts burnout
perceived organizational support predicts counterproductive work behaviours
perceived organizational support predicts job satisfaction
perceived organizational support predicts organizational citizenship behavior ocb
perceived organizational support predicts task performance
perceived organizational support predicts turnover intention
In the authors’ words
The article’s own abstract.
Organizational support theory (OST) proposes that employees form a generalized perception concerning the extent to which the organization values their contributions and cares about their well-being (perceived organizational support, or POS). Based on hypotheses involving social exchange, attribution, and self-enhancement, we carried out a meta-analytic assessment of OST using results from 558 studies. OST was generally successful in its predictions concerning both the antecedents of POS (leadership, employee–organization context, human resource practices, and working conditions) and its consequences (employee’s orientation toward the organization and work, employee performance, and well-being). Notably, OST successfully predicted the relative magnitudes of different relationships, influences of process variables, and mediational effects. General implications of the findings for OST and research on POS are discussed.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “…support is positively related to trust in the organization, organizational commitment (Dursun 2015; Kurtessis et al. 2017), work engagement (Kurtessis et al. 2017), performance (Ciliato et al. 2019), job satisfaction, and intention to stay in the organization (Kurtessis et al. 2017), among others.”
supports “Perceived organizational support exerts a signi fi cant impact on workers ’ wellbeing, their willingness to engage in positive behaviors within the organization, and their intentions regarding turnover (Kurtessis et al., 2017).”
supports “For example, organizational support is positively related to trust in the organization, organizational commitment (Dursun 2015; Kurtessis et al. 2017), work engagement (Kurtessis et al. 2017), performance (Ciliato et al. 2019), job satisfaction, and intention to stay in the organization (Kurtessis…”
supports “A meta-analysis by Kurtessis et al. (2017) [41] confirmed the strong inverse relationship between Perceived Organizational Support (POS) and Turnover Intention (TI), demonstrating that higher POS reduces turnover intentions by enhancing job satisfaction and organizational commitment.”
supports “For example, organizational support is positively related to trust in the organization, organizational commitment (Dursun 2015; Kurtessis et al. 2017), work engagement (Kurtessis et al. 2017), performance (Ciliato et al. 2019), job satisfaction, and intention to stay in the organization (Kurtessis…”
supports “In line with this, research indicates that when employees perceive organizational support, they are more likely to reciprocate through positive organizational outcomes such as increased commitment, job satisfaction, and discretionary behaviors [30, 37].”
supports “A meta-analysis by Kurtessis et al. (2017) [41] confirmed the strong inverse relationship between Perceived Organizational Support (POS) and Turnover Intention (TI), demonstrating that higher POS reduces turnover intentions by enhancing job satisfaction and organizational commitment.”
supports “In line with this, research indicates that when employees perceive organizational support, they are more likely to reciprocate through positive organizational outcomes such as increased commitment, job satisfaction, and discretionary behaviors [30, 37].”
supports “Kurtessis et al. (2017) suggests perceived organizational support may serve to reduce the outcomes of stress and pressure on employee burnout and other well-being outcomes.”
supports “Bakker et al., (2014) and Kurtessis et al., (2017) discover that high POS is tightly associated with increased WE, improving organizational performance and effectiveness.”
supports “Furthermore, pos reduces stress, burnout, and turnover intention by enhancing organizational commitment and self-efficacy (choi et al., 2021; Kurtessis et al., 2017; riggle et al., 2009).”
supports “In line with this, research indicates that when employees perceive organizational support, they are more likely to reciprocate through positive organizational outcomes such as increased commitment, job satisfaction, and discretionary behaviors [30, 37].”
supports “In addition, perceived organizational support improved organizational commitment, selfefficacy, in-role behavior, and OCB, lowering job stress, burnout, and turnover intention [63,64].”
supports “Furthermore, pos reduces stress, burnout, and turnover intention by enhancing organizational commitment and self-efficacy (choi et al., 2021; Kurtessis et al., 2017; riggle et al., 2009).”
supports “Furthermore, pos reduces stress, burnout, and turnover intention by enhancing organizational commitment and self-efficacy (choi et al., 2021; Kurtessis et al., 2017; riggle et al., 2009).”
supports “For example, organizational support is positively related to trust in the organization, organizational commitment (Dursun 2015; Kurtessis et al. 2017), work engagement (Kurtessis et al. 2017), performance (Ciliato et al. 2019), job satisfaction, and intention to stay in the organization (Kurtessis…”
supports “For example, organizational support is positively related to trust in the organization, organizational commitment (Dursun 2015; Kurtessis et al. 2017), work engagement (Kurtessis et al. 2017), performance (Ciliato et al. 2019), job satisfaction, and intention to stay in the organization (Kurtessis…”
supports “A meta-analysis by Kurtessis et al. (2017) [41] confirmed the strong inverse relationship between Perceived Organizational Support (POS) and Turnover Intention (TI), demonstrating that higher POS reduces turnover intentions by enhancing job satisfaction and organizational commitment.”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.3390/admsci14110286
- 10.1177/10596011241256149
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- 10.33844/ijol.2024.60443
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- 10.24843/matrik:jmbk.2024.v18.i02.p05
- 10.1080/23311975.2024.2432545
- 10.3390/bs11120182
- 10.38035/dijemss.v6i3.4094
- 10.1007/s12144-021-01807-3
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.