 A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of researchRobert J. Riggle, Diane R. Edmondson and John D. Hansen Journal of Business Research, 2009, vol. 62, issue 10, 1027-1030 Abstract: Anecdotal comments from practitioners and extant empirical research suggests a tenuous link between perceived organizational support and desired employee outcomes. Accordingly, in this study the authors conduct a meta-analysis examining the effects of perceived organizational support on four employee outcomes: organizational commitment, job satisfaction, performance, and intention to leave. The authors also examine the extent to which these effects are moderated by job type (frontline vs. non-frontline employee). Findings from the study indicate that perceived organizational support has a strong, positive effect on job satisfaction and organizational commitment; a moderate, positive effect on employee performance; and a strong, negative effect on intention to leave. Study findings also indicate that the effects of perceived organizational support are more pronounced for non-frontline employees. Keywords: Perceived; organizational; support; Employee; outcomes; Organizational; commitment (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:62:y:2009:i:10:p:1027-1030 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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