The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and contingent rewards) and punishment behavior would be important antecedents. Results based on a sample of 211 employee-supervisor dyads indicated that organizational justice, inclusion, and recognition were related to POS and contingent rewards were related to LMX. In terms of consequences, POS was related to employee commitment and organizational citizenship behavior, whereas LMX predicted performance ratings.

[1]  G. Graen,et al.  Toward a psychology of dyadic organizing. , 1987 .

[2]  Scott B. MacKenzie,et al.  Substitutes for leadership and the management of professionals , 1993 .

[3]  S. Wayne,et al.  The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior , 1993 .

[4]  G. Graen,et al.  Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective , 1995 .

[5]  R. Eisenberger,et al.  Perceived Organizational Support and Employee Diligence, Commitment, and Innovation , 1990 .

[6]  Scott B. MacKenzie,et al.  The impact of organizational citizenship behavior on evaluations of salesperson performance , 1993 .

[7]  M. Greenberg.  A Theory of Indebtedness , 1980 .

[8]  SeymourDr..  Effects of Lead , 1843 .

[9]  A. Gouldner.  THE NORM OF RECIPROCITY: A PRELIMINARY STATEMENT * , 1960 .

[10]  Raymond T. Sparrowe,et al.  Leader-member exchange theory: The past and potential for the future. , 1997 .

[11]  R. H. Moorman,et al.  JUSTICE AS A MEDIATOR OF THE RELATIONSHIP BETWEEN METHODS OF MONITORING AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR , 1993 .

[12]  G. Graen,et al.  Generalizability of the vertical dyad linkage model of leadership. , 1980 .

[13]  L. J. Williams,et al.  Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors , 1991 .

[14]  J. L. Price,et al.  Handbook of Organizational Measurement , 1975 .

[15]  Myria W. Allen.  Communication and organizational commitment: Perceived organizational support as a mediating factor , 1992 .

[16]  G. Graen,et al.  A Role-Making Model of Leadership in Formal Organizations: A Developmental Approach , 1975 .

[17]  Lois E. Tetrick,et al.  A Construct Validity Study of the Survey of Perceived Organizational Support , 1991 .

[18]  R. Eisenberger,et al.  Perceived organizational support. , 1986 .

[19]  S. Wayne,et al.  Commitment and employee behavior: comparison of affective commitment and continuance commitment with perceived organizational support. , 1993, The Journal of applied psychology.

[20]  M. Bolino.  Citizenship and Impression Management: Good Soldiers or Good Actors? , 1999 .

[21]  Peter M. Bentler,et al.  Practical Issues in Structural Modeling , 1987 .

[22]  J. Cummings,et al.  Perceived organizational support, discretionary treatment, and job satisfaction. , 1997, The Journal of applied psychology.

[23]  Karl G. Jöreskog,et al.  Lisrel 8: User's Reference Guide , 1997 .

[24]  Kenneth A. Bollen,et al.  Structural Equations with Latent Variables , 1989 .

[25]  Raymond T. Sparrowe,et al.  Process and Structure in Leader-Member Exchange , 1997 .

[26]  Scott B. MacKenzie,et al.  Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons' performance , 1991 .

[27]  P. M. Podsakoff,et al.  Effects of leader contingent and noncontingent reward and punishment behaviors on subordinate performance and satisfaction. , 1982, Academy of Management journal. Academy of Management.

[28]  T. Allen,et al.  The effects of organizational citizenship behavior on performance judgments: a field study and a laboratory experiment. , 1998, The Journal of applied psychology.

[29]  R. H. Willis,et al.  Social Exchange: Advances In Theory And Research , 1981 .

[30]  J. L. Price.  Handbook of Organizational Measurement , 1975 .

[31]  Jane M. Howell,et al.  The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. , 1999 .

[32]  Jon M. Werner.  Dimensions that make a difference: examining the impact of in-role and extrarole behaviors on supervisory ratings , 1994 .

[33]  D. Hofmann,et al.  Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange. , 1999 .

[34]  Efrat Elron,et al.  Expatriate managers and the psychological contract. , 1994 .

[35]  Bruce Buchanan.  BUILDING ORGANIZATIONAL COMMITMENT: THE SOCIALIZATION OF MANAGERS IN WORK ORGANIZATIONS , 1974 .

[36]  Vandra L. Huber,et al.  Situational moderators of leader reward and punishment behaviors: fact or fiction? , 1984, Organizational behavior and human performance.

[37]  John P. Meyer,et al.  Commitment to organizations and occupations: Extension and test of a three-component conceptualization. , 1993 .

[38]  G. Graen,et al.  Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. , 1984 .

[39]  Kyle Lewis,et al.  Integrating Justice and Social Exchange: The Differing Effects of Fair Procedures and Treatment on Work Relationships , 2000 .

[40]  D. Russell,et al.  Analyzing data from experimental studies: A latent variable structural equation modeling approach. , 1998 .

[41]  Randall P. Settoon,et al.  Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange, and Employee Reciprocity , 1996 .

[42]  James C. Anderson,et al.  STRUCTURAL EQUATION MODELING IN PRACTICE: A REVIEW AND RECOMMENDED TWO-STEP APPROACH , 1988 .

[43]  J. S. Long,et al.  Common Problems/Proper Solutions: Avoiding Error in Quantitative Research , 1988 .

[44]  R. Liden,et al.  Perceived Organizational Support And Leader-Member Exchange: A Social Exchange Perspective , 1997 .

[45]  Robert H. Moorman,et al.  Does Perceived Organizational Support Mediate the Relationship between Procedural Justice and Organizational Citizenship Behavior , 1998 .