Perceived organizational support and its outcomes

Ishfaq Ahmed, Muhammad Musarrat Nawaz, Ghulam Ali and Talat Islam

Management Research Review, 2015, vol. 38, issue 6, 627-639

Abstract: Purpose - – Riggleet al.’s (2009) research of 20 years literature (1986-2006) is the latest available meta-analysis on perceived organizational support and outcomes. There are seven years since no work has been done to see the changes in the research and its emphasis, which is the main target of this research. This study aimed at five major outcomes: employee engagement, job satisfaction, organizational commitment, organizational citizenship behavior and turnover intentions. Design/methodology/approach - – Hundred and twelve studies were included in meta-analysis containing at least one of the outcomes. Riggleet al.included 167 studies in their investigation from 1986 to 2006. This study adds value to the work of Riggleet al.by looking at the studies conducted from January 2007 to April 2014. Findings - – Findings of the study revealed that perceived organizational support had a strong positive impact on employee engagement, job satisfaction and organizational commitment, while its impact on organizational citizenship behavior and turnover intentions is moderate. Originality/value - – This study adds value by offering meta-analysis of the perceived organizational support and its outcomes for latest available literature (i.e. 2007-2014).

Keywords: Job satisfaction; Meta-analysis; Organizational commitment; Employee engagement; Turnover intentions; Perceived organizational support (search for similar items in EconPapers)
Date: 2015
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:v:38:y:2015:i:6:p:627-639

DOI: 10.1108/MRR-09-2013-0220

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