This research endeavor focuses on the theoretical perspectives of perceived organization support. Concept of organizational support is discussed by numerous researchers under the umbrella of various supporting theories. To find out the relevant theoretical background is a difficult job for researchers. To give all the background knowledge of perceived organizational support, to its readers, is the core aim behind this researcher. This study covers social support theory, economic exchange theory, social exchange theory, leader member exchange theory and organizational support theory, as the prime theories from where the concept of perceived organizational support can be understood. Future implications of the study are also given at the end.

Conceptualizing Perceived Organizational Support: A Theoretical Perspective

Retail security guards (RSGs) are at particular risk of being assaulted at work. Even though incidents of workplace violence (WV) and the security industry are growing, little is known about how RSGs experience and react to assault. Consequently, this qualitatively-driven mixed-method research focuses on what the experience of WV and organisational support networks means for RSGs’ emotional well-being, on RSGs’ reactions to support and on how RSGs avoid future victimisation. To gain further insights into these phenomena, 488 questionnaires and 20 interviews were completed with a sample of contracted RSGs. Firstly, cognitive appraisal theory shows that differences in RSGs’ appraisals of both violent acts and a number of contextual factors contribute to the differences in RSGs’ emotional reactions to WV events. Secondly, drawing on elements of social exchange theory and organisational support theory reveals that the support source and the support action have a significant impact on RSGs’ emotional well-being and on the levels of loyalty and work motivation they feel towards the security company and the retail client. Thirdly, by applying the concept of functional and dysfunctional worry of crime, it is shown that different forms of worry can simultaneously facilitate and inhibit RSGs’ decisions to make use of proactive and inactive self-protection measures. Finally, this study uncovers that providing RSGs with appropriate support networks enhances their emotional well-being and their organisational commitment, whereas an absence of networks increases their desire to leave their jobs. It reveals that the provision of equipment, training and manpower increase RSGs’ feelings of safety which helps to decrease their need for undesirable self-protection measures. Ultimately, exploring RSGs’ emotional responses to WV and organisational support produced valuable insights into their occupational and behavioural reactions. This in turn might help to reduce WV-related turnover rates within the industry, improve training for RSGs and promote their protection.

Retail security guards' experiences of, and reactions to, workplace violence

Purpose – This paper aims to investigate the association between leader–member exchange (LMX) and perceived organizational support (POS) and their impact on job involvement, in-role performance and extra-role behavior Design/methodology/approach – Data were collected via questionnaire from 231 employees selected from 40 branches of top ten banks in Pakistan Banks were selected from the central bank Web site Sample was selected using multistage sampling technique Findings – Findings of the study reveal that LMX is an important predictor of employees’ perception of organizational support and job involvement It is also evident that POS mediate the relation of LMX and job involvement Further inquiry proves that job involvement created due to presence of support increases employees’ in-role performance and positively influences their extra-role behavior Originality/value – This study explores the unveiled association of LMX and POS, and mediation effects of POS on job outcomes

Employee’s reciprocation of organizational support and leader – member exchange

3 Abstract: This study is an attempt to highlight the dimensions of Perceived Organizational Support. From an extensive literature survey an attempt has been made to see the dimension. From literature it has been noticed that there are three forms of supports i.e. managerial, supervisory and coworkers' support that effects perception of organizational support. Managerial support includes support from organization in form of rewards, policies, procedures etc., supervisory and coworkers' support includes all forms of supports from leader or supervisor and coworkers' support.

/pdf/theorizingantecedents-of-perceived-organizational-support-a-5fov573h61.pdf

Theorizingantecedents of Perceived Organizational Support: A literature review approach

This study is an endeavor to highlight the outcomes support at work offers It includes both individual and organizational outcomes Literature survey approach is adopted in this study An attempt had been made to cover the existing literature on the said issue The major outcomes identified from literature include job satisfaction, organizational commitment abd organizational citizenship behavior, reduced stress, job involvement, employee engagement, reduced withdrawal behavior, reduced turnover intentions, increased performance etc Future directions and implications are also discussed

A Literary Look at Outcomes of Support at Work

Due to the globalization of businesses around the world, it has become necessary to study employees work attitudes and behaviors in a cross-cultural setting to examine whether the established relationships among the constructs hold true for other populations. Fitness clubs are not an exception from globalization. For example, Bally Total Fitness, Curves, and California Fitness that are based in the United States have expanded their businesses to many Asian countries, such as Korea, China, Hong Kong, and Japan. By expanding their businesses overseas, these fitness clubs positions are filled with local employees; as a result, it has become important to understand how employees in different cultures are similar and different on work attitudes and behaviors in order to manage human resources more effectively. Researchers have claimed that national culture significantly influences employees work attitudes and organizational behaviors (e.g. Bae & Chung, 1997; Glazer, Daniel, & Short, 2004; Hofstede, 1980). According to Hofstede (1980), culture in the U.S. and Korea are significantly different from four aspects: power distance, uncertainty avoidance, individualism/collectivism, and masculinity. However, the biggest difference is that American culture is classified as an individualistic culture and Korean culture is classified as a collectivistic culture. Therefore, individualism/collectivism is used as a cultural value that impact work attitudes and behaviors inthe study. In fact, many researchers have used this dimension when conducting cross-cultural studies between West and East because it is most relevant to work attitudes and organizational behaviors of employees (Lee & Gao, 2005; Pines, Ari, Utasi, & Larson, 2002). The current study proposes to investigate the cultural impact (i.e., the impact of individualism-collectivism) on the relationships among perceived support, affective commitment, intrinsic motivation, intention to leave, and work effort.

Cultural effects on work attitudes and behaviors : the case of American and Korean fitness employees

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Cultural effects on work attitudes and behaviors : the case of American and Korean fitness employees