Innovation, Technology, and Market Ecosystems by Unknown

Author:Unknown
Language: eng
Format: epub
ISBN: 9783030230104
Publisher: Springer International Publishing

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Perceived organizational support is positively related to OID

Moderating Role of Positive Reciprocity Beliefs on POS-OID Relationship

Individuals may differ in terms of the extent to which they endorse the value of reciprocity in an exchange relationship (Cropanzano & Mitchell, 2005). Therefore, reciprocity belief has a dispositional orientation and people who have strong reciprocity beliefs demonstrate reciprocal exchange relationships consistently. In the organizational context, those employees having positive reciprocity beliefs are more likely to value the support they receive from the organization. They feel more obligated to reciprocate emotionally if they have received any benefits from the organization (e.g. support) and are likely to receive benefits in future (e.g. Frenkel & Sanders, 2007; Lee & Peccei, 2007; Rhoades & Eisenberger, 2002). On the other hand, for the employees having lower reciprocity beliefs, even when the organizational support is higher, they are less likely to develop strong relationship with the organization and do not feel obligated to reciprocate it back to the organization. Therefore, it can be expected that the effect of POS on OID will be stronger for employees with positive reciprocity beliefs as these employees place greater value on the support they receive from the organization. They are more inclined to develop stronger ties with the organization when they believe that the organization values, cares about and supports them (Eisenberger et al., 1986) and because they expect that their sustaining contribution to their organization will enable them to receive reciprocity from their organization in future.

Prior research has found a strong effect of positive reciprocity belief on social exchange variables (particularly POS) in a number of contexts with different workplace outcomes. For example, Eisenberger et al. (1986) found that the relationship between POS and absenteeism was greater for school teachers with stronger reciprocity beliefs. Witt (1992) found that reciprocity beliefs enhance the effects of participation in decision making on job attitudes. It has also been found to enhance the effects of procedural justice on employee commitment (Witt, Kacmar, & Andrews, 2001) and satisfaction with training experience (Witt & Broach, 1993). Scott and Colquitt (2007) concluded that reciprocity beliefs moderated the effects of organizational justice on a number of employee outcomes like citizenship behavior and task performance. Ladd and Henry (2000) also found that reciprocity beliefs enhance the effect of POS on organizational citizenship behaviors. Based on the review of literature in this section, the following hypothesis is proposed:

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