The Effects of Perceived Organizational Support, Abusive Supervision, and Exchange Ideology on Employees- Task Performance
Employee-s task performance has been recognized as a
core contributor to overall organizational effectiveness. Hence,
verifying the determinants of task performance is one of the most
important research issues. This study tests the influence of perceived
organizational support, abusive supervision, and exchange ideology
on employee-s task performance. We examined our hypotheses by
collecting self-reported data from 413 Korean employees in different
organizations. Our all hypotheses gained support from the results.
Implications for research and directions for future research are
discussed.
[1] M. C. Andrew, L. A. Witt, and K. M.Kacmar,"The interactive effects of
organizational politics and exchange ideology on manager ratings of
retention,"Journal of Vocational Behavior, vol. 62, pp. 357-369, 2003.
[2] S.Aryee, Z. X. Chen, L. Sun, and Y. A. Debrah, "Antecedents and
outcomes of abusive supervision: Test of a trickle-down mode,"Journal
ofApplied Psychology, vol. 92, pp. 191-201, 2007.
[3] M. R.Barrick, and M. K. Mount, "The Big Five personality
dimensionsand job performance: A meta-analysis,"Personnel Psychology,
vol. 44, pp. 1-26, 1991.
[4] B. M. Bass,Bass and Stogdill-s handbook of leadership: Theory,
research, and managerial applications (3rd ed.). New York: Free Press,
1990.
[5] P. M.Blau,Exchange and power in social life. New York: Wiley, 1964.
[6] W. C.Borman, and D. H. Brush, "More progress toward a taxonomy of
managerial performance requirements,"Human Performance,vol. 6, pp.
1-21. 1993.
[7] W. C.Borman, and S. J. Motowidlo, "Expanding the criterion domain to
include elements of contextual performance," in Personnel selection, N.
Schmitt, and W. C. Borman, Eds. San Francisco: Jossey-Bass, 1993, pp.
71-98.
[8] A. P. Brief, and S. J. Motowidlo, "Prosocial organizational
behaviors,"Academy of Management Review, vol. 11, pp. 710-725, 1986.
[9] J. A.-M. Coyle-Shapiro, and N. Conway, "Exchange relationships:
Examining psychological contracts and perceived organizational
support,"Journal of Applied Psychology, vol. 90, pp. 774-783, 2005.
[10] J. A. Coyle-Shapiro, and J. H.Neuman, "The psychological contract and
individual differences: The role of exchange and creditor
ideologies,"Journal of Vocational Behavior, vol. 64, pp. 150-164, 2004.
[11] R.Cropanzano, and M. S. Mitchell, "Social exchange theory: An
interdisciplinary review,"Journal of Management, vol. 31, 874−900,
2005.
[12] R.Eisenberger, S.Armeli, B.Rexwinkel, P. D. Lynch, and L. Rhoades,
"Reciprocation of perceived organizational support,"Journal of Applied
Psychology, vol. 86, pp. 42-51, 2001.
T
PO .15**
AS
EX
-.22***
-.11*
Fig. 1 Structural path estimates of the Hypothesized model
Note. N = 413. Structural path estimates are the standardized parameter
estimates. To simplify the presentation, the correlations among the
exogenous variables are not shown. POS = perceived organizational
support; AS = abusive supervision; EXID = exchange ideology; TP = task
performance. * p<.05.** p<.01.*** p<.001.
[13] R.Eisenberger, R. Huntington, S. Hutchison, and D. Sowa, "Perceived
organizational support,"Journal of Applied Psychology, vol. 71, pp.
500-507, 1986.
[14] A. Etzioni, A comparative analysis of complex organizations. New York:
Free Press, 1961.
[15] S. Gould, "An equity-exchange model of organizational
involvement,"Academy of Management Review,vol. 4, pp. 53-62, 1979.
[16] A. W. Gouldner, "The norm of reciprocity: A preliminary
statement,"American Sociological Review, vol. 25, pp. 161-178, 1960.
[17] K. J. Harris, K. M.Kacmar, and S.Zivnuska, "An investigation of abusive
supervision as a predictor of performance and the meaning of work as a
moderator of the relationship,"Leadership Quarterly, vol. 18, pp. 252-263,
2007.
[18] S. E. Hobfoll, "Conservation of resources: A new attempt at
conceptualizing stress,"American Psychologist, vol. 44, pp. 513−524,
1989.
[19] S. E. Hobfoll, "The influence of culture, community, and the nested-self
in the stress process: Advancing conservation of resources
theory,"AppliedPsychology: An International Review, vol. 50, pp.
337−421, 2001.
[20] D. Katz, and R. L. Kahn,The social psychology of organizations. New
York: Wiley, 1966.
[21] C.Kiewitz, S. L. D.Restubog, T.Zagenczyk, and W. Hochwarter, "The
interactive effects of psychological contract breach and organizational
politics on perceived organizational support: Evidence from two
longitudinal studies,"Journal of Management Studies, vol. 46, pp.
806-834, 2009.
[22] D. Ladd, and R. A. Henry, "Helping coworkers and helping the
organization: The role of support perceptions, exchange ideology, and
conscientiousness,"Journal of Applied Social Psychology, vol. 30, pp.
2028-2049, 2000.
[23] H. Levinson, "Reciprocation: The relationship between man and
organization,"Administrative Science Quarterly, vol. 9, pp.370-390,
1965.
[24] C.-P. Lin, "To share or not to share: modeling knowledge sharing
usingexchange ideology as a moderator,"Personnel Review, vol. 36, pp.
457-475, 2007.
[25] L. D.Molm, N. Takahashi, and G. Peterson, "In the eye of the beholder:
Procedural justice in social exchange,"American Sociological Review, vol.
68,pp. 128-152, 2003.
[26] R. T.Mowday, L. W. Porter, and R. M. Steers, Organizational linkages:
The psychology of commitment, absenteeism, and turnover. San Diego,
CA: Academic Press, 1982.
[27] K. R. Murphy, "Dimensions of job performance,"inTesting: Applied and
theoretical perspectives,R. Dillon, and J. Pellingrino, Eds. New York:
Praeger, 1989, pp. 218-247.
[28] T. Redman, and E.Snape, "Exchange ideology and member-union
relationships: An evaluation of moderation effects,"Journal of Applied
Psychology, vol. 90, pp. 765-773, 2005.
[29] L. Rhoades, and R. Eisenberger, "Perceived organizational support: A
review of the literature,"Journal of Applied Psychology, vol. 87, pp.
698-714, 2002.
[30] M.Rotundo, and P. R.Sackett, "The relative importance of task,
citizenship, and counterproductive performance to global ratings of job
performance: A policy-capturing approach,"Journal of Applied
Psychology, vol. 87, pp. 66-80, 2002.
[31] J. F. Salgado, "The five-factor model of personality and job performance
in the European community,"Journal of Applied Psychology, vol. 82, pp.
30-43, 1997.
[32] R. P.Settoon, N. Bennett, and R. C.Liden, "Social exchange in
organizations: Perceived organizational support, leader-member
exchange, and employee reciprocity,"Journal of Applied Psychology, vol.
81,pp. 219-227, 1996.
[33] R. M. Steers, "Antecedents and outcomes of organizational
commitment,"Administrative Science Quarterly, vol. 22, pp.46-56, 1977.
[34] R. Takeuchi, S. Yun, K. F. Wong, "Social influence of a coworker:
Testing the effects of the exchange ideologies of employees and
coworkers on the quality of the employees- exchanges,"Organizational
Behavior and Human Decision Processes, vol. 115, pp. 226-237, 2011.
[35] B. J.Tepper, "Consequences of abusive supervision,"Academy of
Management Journal, vol. 43, pp. 178-190, 2000.
[36] B. J.Tepper, "Abusive supervision in work organizations: Review,
synthesis, and research agenda,"Journal of Management,vol. 33, pp.
261-289, 2007.
[37] L. J. Williams, and S. E. Anderson, "Job satisfaction and organizational
commitment as predictors of organizational citizenship and in-role
behaviors,"Journal of Management, vol. 17, pp. 601-617, 1991.
[38] L. A. Witt, "Exchange ideology as a moderator of the job
attitudes-organizational citizenship behaviors relationships,"Journal of
Applied Social Psychology, vol. 21, pp. 1490-1501, 1991.
[39] G.Yukl,Leadership in organizations, 7th ed. Upper Saddler River, NJ:
Pearson Education, Inc., 2010.
[40] K. L.Zellars, B. J.Tepper, and M. K. Duffy, "Abusive supervision and
subordinates-organizational citizenship behavior,"Journal of Applied
Psychology, vol. 87, pp. 1068−1076, 2002.
[1] M. C. Andrew, L. A. Witt, and K. M.Kacmar,"The interactive effects of
organizational politics and exchange ideology on manager ratings of
retention,"Journal of Vocational Behavior, vol. 62, pp. 357-369, 2003.
[2] S.Aryee, Z. X. Chen, L. Sun, and Y. A. Debrah, "Antecedents and
outcomes of abusive supervision: Test of a trickle-down mode,"Journal
ofApplied Psychology, vol. 92, pp. 191-201, 2007.
[3] M. R.Barrick, and M. K. Mount, "The Big Five personality
dimensionsand job performance: A meta-analysis,"Personnel Psychology,
vol. 44, pp. 1-26, 1991.
[4] B. M. Bass,Bass and Stogdill-s handbook of leadership: Theory,
research, and managerial applications (3rd ed.). New York: Free Press,
1990.
[5] P. M.Blau,Exchange and power in social life. New York: Wiley, 1964.
[6] W. C.Borman, and D. H. Brush, "More progress toward a taxonomy of
managerial performance requirements,"Human Performance,vol. 6, pp.
1-21. 1993.
[7] W. C.Borman, and S. J. Motowidlo, "Expanding the criterion domain to
include elements of contextual performance," in Personnel selection, N.
Schmitt, and W. C. Borman, Eds. San Francisco: Jossey-Bass, 1993, pp.
71-98.
[8] A. P. Brief, and S. J. Motowidlo, "Prosocial organizational
behaviors,"Academy of Management Review, vol. 11, pp. 710-725, 1986.
[9] J. A.-M. Coyle-Shapiro, and N. Conway, "Exchange relationships:
Examining psychological contracts and perceived organizational
support,"Journal of Applied Psychology, vol. 90, pp. 774-783, 2005.
[10] J. A. Coyle-Shapiro, and J. H.Neuman, "The psychological contract and
individual differences: The role of exchange and creditor
ideologies,"Journal of Vocational Behavior, vol. 64, pp. 150-164, 2004.
[11] R.Cropanzano, and M. S. Mitchell, "Social exchange theory: An
interdisciplinary review,"Journal of Management, vol. 31, 874−900,
2005.
[12] R.Eisenberger, S.Armeli, B.Rexwinkel, P. D. Lynch, and L. Rhoades,
"Reciprocation of perceived organizational support,"Journal of Applied
Psychology, vol. 86, pp. 42-51, 2001.
T
PO .15**
AS
EX
-.22***
-.11*
Fig. 1 Structural path estimates of the Hypothesized model
Note. N = 413. Structural path estimates are the standardized parameter
estimates. To simplify the presentation, the correlations among the
exogenous variables are not shown. POS = perceived organizational
support; AS = abusive supervision; EXID = exchange ideology; TP = task
performance. * p<.05.** p<.01.*** p<.001.
[13] R.Eisenberger, R. Huntington, S. Hutchison, and D. Sowa, "Perceived
organizational support,"Journal of Applied Psychology, vol. 71, pp.
500-507, 1986.
[14] A. Etzioni, A comparative analysis of complex organizations. New York:
Free Press, 1961.
[15] S. Gould, "An equity-exchange model of organizational
involvement,"Academy of Management Review,vol. 4, pp. 53-62, 1979.
[16] A. W. Gouldner, "The norm of reciprocity: A preliminary
statement,"American Sociological Review, vol. 25, pp. 161-178, 1960.
[17] K. J. Harris, K. M.Kacmar, and S.Zivnuska, "An investigation of abusive
supervision as a predictor of performance and the meaning of work as a
moderator of the relationship,"Leadership Quarterly, vol. 18, pp. 252-263,
2007.
[18] S. E. Hobfoll, "Conservation of resources: A new attempt at
conceptualizing stress,"American Psychologist, vol. 44, pp. 513−524,
1989.
[19] S. E. Hobfoll, "The influence of culture, community, and the nested-self
in the stress process: Advancing conservation of resources
theory,"AppliedPsychology: An International Review, vol. 50, pp.
337−421, 2001.
[20] D. Katz, and R. L. Kahn,The social psychology of organizations. New
York: Wiley, 1966.
[21] C.Kiewitz, S. L. D.Restubog, T.Zagenczyk, and W. Hochwarter, "The
interactive effects of psychological contract breach and organizational
politics on perceived organizational support: Evidence from two
longitudinal studies,"Journal of Management Studies, vol. 46, pp.
806-834, 2009.
[22] D. Ladd, and R. A. Henry, "Helping coworkers and helping the
organization: The role of support perceptions, exchange ideology, and
conscientiousness,"Journal of Applied Social Psychology, vol. 30, pp.
2028-2049, 2000.
[23] H. Levinson, "Reciprocation: The relationship between man and
organization,"Administrative Science Quarterly, vol. 9, pp.370-390,
1965.
[24] C.-P. Lin, "To share or not to share: modeling knowledge sharing
usingexchange ideology as a moderator,"Personnel Review, vol. 36, pp.
457-475, 2007.
[25] L. D.Molm, N. Takahashi, and G. Peterson, "In the eye of the beholder:
Procedural justice in social exchange,"American Sociological Review, vol.
68,pp. 128-152, 2003.
[26] R. T.Mowday, L. W. Porter, and R. M. Steers, Organizational linkages:
The psychology of commitment, absenteeism, and turnover. San Diego,
CA: Academic Press, 1982.
[27] K. R. Murphy, "Dimensions of job performance,"inTesting: Applied and
theoretical perspectives,R. Dillon, and J. Pellingrino, Eds. New York:
Praeger, 1989, pp. 218-247.
[28] T. Redman, and E.Snape, "Exchange ideology and member-union
relationships: An evaluation of moderation effects,"Journal of Applied
Psychology, vol. 90, pp. 765-773, 2005.
[29] L. Rhoades, and R. Eisenberger, "Perceived organizational support: A
review of the literature,"Journal of Applied Psychology, vol. 87, pp.
698-714, 2002.
[30] M.Rotundo, and P. R.Sackett, "The relative importance of task,
citizenship, and counterproductive performance to global ratings of job
performance: A policy-capturing approach,"Journal of Applied
Psychology, vol. 87, pp. 66-80, 2002.
[31] J. F. Salgado, "The five-factor model of personality and job performance
in the European community,"Journal of Applied Psychology, vol. 82, pp.
30-43, 1997.
[32] R. P.Settoon, N. Bennett, and R. C.Liden, "Social exchange in
organizations: Perceived organizational support, leader-member
exchange, and employee reciprocity,"Journal of Applied Psychology, vol.
81,pp. 219-227, 1996.
[33] R. M. Steers, "Antecedents and outcomes of organizational
commitment,"Administrative Science Quarterly, vol. 22, pp.46-56, 1977.
[34] R. Takeuchi, S. Yun, K. F. Wong, "Social influence of a coworker:
Testing the effects of the exchange ideologies of employees and
coworkers on the quality of the employees- exchanges,"Organizational
Behavior and Human Decision Processes, vol. 115, pp. 226-237, 2011.
[35] B. J.Tepper, "Consequences of abusive supervision,"Academy of
Management Journal, vol. 43, pp. 178-190, 2000.
[36] B. J.Tepper, "Abusive supervision in work organizations: Review,
synthesis, and research agenda,"Journal of Management,vol. 33, pp.
261-289, 2007.
[37] L. J. Williams, and S. E. Anderson, "Job satisfaction and organizational
commitment as predictors of organizational citizenship and in-role
behaviors,"Journal of Management, vol. 17, pp. 601-617, 1991.
[38] L. A. Witt, "Exchange ideology as a moderator of the job
attitudes-organizational citizenship behaviors relationships,"Journal of
Applied Social Psychology, vol. 21, pp. 1490-1501, 1991.
[39] G.Yukl,Leadership in organizations, 7th ed. Upper Saddler River, NJ:
Pearson Education, Inc., 2010.
[40] K. L.Zellars, B. J.Tepper, and M. K. Duffy, "Abusive supervision and
subordinates-organizational citizenship behavior,"Journal of Applied
Psychology, vol. 87, pp. 1068−1076, 2002.
@article{"International Journal of Business, Human and Social Sciences:54599", author = "Seung Yeon Son and Heetae Park and Soojin Lee and Seckyoung Loretta Kim and Dongkyu Kim and Seokhwa Yun", title = "The Effects of Perceived Organizational Support, Abusive Supervision, and Exchange Ideology on Employees- Task Performance", abstract = "Employee-s task performance has been recognized as a
core contributor to overall organizational effectiveness. Hence,
verifying the determinants of task performance is one of the most
important research issues. This study tests the influence of perceived
organizational support, abusive supervision, and exchange ideology
on employee-s task performance. We examined our hypotheses by
collecting self-reported data from 413 Korean employees in different
organizations. Our all hypotheses gained support from the results.
Implications for research and directions for future research are
discussed.", keywords = "Abusive supervision, exchange ideology, perceived organizational support, task performance.", volume = "7", number = "3", pages = "664-6", }
