Perceived supervisor support

Contributions to perceived organizational support and employee retention.

Dados Bibliográficos

ID23320482
AutoresRobert Eisenberger (0000-0002-5093-443X, University of Delaware), Florence Stinglhamber (0000-0002-4013-1625, Catholic University of America), Christian Vandenberghe (0000-0002-9707-3171, Catholic University of America), Ivan L Sucharski (University of Delaware), Linda Rhoades (University of Delaware)
Ano2002
Volume87
Fascículo3
Páginas565-573
Data de publicação2002-06-01
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoJournal of Applied Psychology (JOURNAL)
Identificadores do periódicoISSN: 0021-9010 • E-ISSN: 1939-1854
EditoraAmerican Psychological Association (APA) (PUBLISHER)
DOI10.1037/0021-9010.87.3.565
PMID12090614
OpenAlexW2057248068
IdiomaEN
Citações recebidas309
Referências citadas27

Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS-POS relationship increased with perceived supervisor status in the organization. Study 3 found, with 493 retail sales employees, evidence consistent with the view that POS completely mediated a negative relationship between PSS and employee turnover. These studies suggest that supervisors, to the extent that they are identified with the organization, contribute to POS and, ultimately, to job retention.

Business · Employee retention · Job satisfaction · Management · Organizational commitment · Perceived organizational support · Perception · Supervisor · Turnover · Variety (cybernetics) · Emotional Labor in Professions · Job Satisfaction and Organizational Behavior · Marketing · Psychology · Social Psychology · Workaholism, burnout, and well-being