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With a little help from my colleagues: A social embeddedness approach to perceived organizational support
Author(s) -
Hayton James C.,
Carnabuci Gianluca,
Eisenberger Robert
Publication year - 2012
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.755
Subject(s) - embeddedness , perceived organizational support , operationalization , social exchange theory , job embeddedness , psychology , perception , hierarchy , social psychology , business , organizational commitment , sociology , public relations , political science , social science , philosophy , epistemology , neuroscience , law
Summary We examined the role of social embeddedness in creating positive perceptions of organizational support among managerial and staff employees ( n = 72) of a large manufacturing firm. We operationalized social embeddedness as the size, density, and quality of employees' networks of multiplex, reciprocated exchange relationships with colleagues. After controlling for support from supervisors and upper management, we found all three aspects of social embeddedness to be associated with perceived organizational support (POS). This research suggests that in addition to the top‐down influence of the organizational hierarchy, POS results from the organizational community within which employees are embedded through their social network in the workplace. Copyright © 2011 John Wiley & Sons, Ltd.