The effects of perceived organizational support and perceived supervisor support on employee turnover
This study examines mediated effects of perceived supervisor support (PSS) and perceived organizational support (POS) on turnover cognitions, and their interactive effects on turnover behavior in a sample of 225 social services workers. In this study, we address a seeming contradiction in current fi...
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| Published in | Journal of organizational behavior Vol. 28; no. 8; pp. 1059 - 1075 |
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| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Chichester, UK
John Wiley & Sons, Ltd
01.11.2007
John Wiley & Sons Wiley Periodicals Inc |
| Subjects | |
| Online Access | Get full text |
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| Abstract | This study examines mediated effects of perceived supervisor support (PSS) and perceived organizational support (POS) on turnover cognitions, and their interactive effects on turnover behavior in a sample of 225 social services workers. In this study, we address a seeming contradiction in current findings regarding support and attachments to managers versus attachments to the organization itself. The POS literature suggests fully mediated causal paths to turnover from POS and PSS, through affective commitment. Whereas, the commitment, LMX, and turnover literatures suggest alternative causal paths that imply broader effects for POS and PSS on turnover. Contrary to earlier POS literature, findings showed that PSS had independent effects on turnover cognitions not mediated through POS. Model tests also indicated that POS had significant effects on turnover mediated through normative commitment, as well as affective organizational commitment. Moreover, a new significant interactive relationship was discovered such that low PSS strengthened the negative relationship between POS and turnover, while high PSS weakened it. Implications for research and practice are discussed. |
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| AbstractList | This study examines mediated effects of perceived supervisor support (PSS) and perceived organizational support (POS) on turnover cognitions, and their interactive effects on turnover behavior in a sample of 225 social services workers. In this study, we address a seeming contradiction in current findings regarding support and attachments to managers versus attachments to the organization itself. The POS literature suggests fully mediated causal paths to turnover from POS and PSS, through affective commitment. Whereas, the commitment, LMX, and turnover literatures suggest alternative causal paths that imply broader effects for POS and PSS on turnover. Contrary to earlier POS literature, findings showed that PSS had independent effects on turnover cognitions not mediated through POS. Model tests also indicated that POS had significant effects on turnover mediated through normative commitment, as well as affective organizational commitment. Moreover, a new significant interactive relationship was discovered such that low PSS strengthened the negative relationship between POS and turnover, while high PSS weakened it. Implications for research and practice are discussed. This study examines mediated effects of perceived supervisor support (PSS) and perceived organizational support (POS) on turnover cognitions, and their interactive effects on turnover behavior in a sample of 225 social services workers. In this study, we address a seeming contradiction in current findings regarding support and attachments to managers versus attachments to the organization itself. The POS literature suggests fully mediated causal paths to turnover from POS and PSS, through affective commitment. Whereas, the commitment, LMX, and turnover literatures suggest alternative causal paths that imply broader effects for POS and PSS on turnover. Contrary to earlier POS literature, findings showed that PSS had independent effects on turnover cognitions not mediated through POS. Model tests also indicated that POS had significant effects on turnover mediated through normative commitment, as well as affective organizational commitment. Moreover, a new significant interactive relationship was discovered such that low PSS strengthened the negative relationship between POS and turnover, while high PSS weakened it. Implications for research and practice are discussed. Copyright © 2007 John Wiley & Sons, Ltd. This study examines mediated effects of perceived supervisor support (PSS) and perceived organizational support (POS) on turnover cognitions, and their interactive effects on turnover behavior in a sample of 225 social services workers. In this study, we address a seeming contradiction in current findings regarding support and attachments to managers versus attachments to the organization itself. The POS literature suggests fully mediated causal paths to turnover from POS and PSS, through affective commitment. Whereas, the commitment, LMX, and turnover literatures suggest alternative causal paths that imply broader effects for POS and PSS on turnover. Contrary to earlier POS literature, findings showed that PSS had independent effects on turnover cognitions not mediated through POS. Model tests also indicated that POS had significant effects on turnover mediated through normative commitment, as well as affective organizational commitment. Moreover, a new significant interactive relationship was discovered such that low PSS strengthened the negative relationship between POS and turnover, while high PSS weakened it. Implications for research and practice are discussed. [PUBLICATION ABSTRACT] This study examines mediated effects of perceived supervisor support (PSS) and perceived organizational support (POS) on turnover cognitions, and their interactive effects on turnover behavior in a sample of 225 social services workers. In this study, we address a seeming contradiction in current findings regarding support and attachments to managers versus attachments to the organization itself. The POS literature suggests fully mediated causal paths to turnover from POS and PSS, through affective commitment. Whereas, the commitment, LMX, and turnover literatures suggest alternative causal paths that imply broader effects for POS and PSS on turnover. Contrary to earlier POS literature, findings showed that PSS had independent effects on turnover cognitions not mediated through POS. Model tests also indicated that POS had significant effects on turnover mediated through normative commitment, as well as affective organizational commitment. Moreover, a new significant interactive relationship was discovered such that low PSS strengthened the negative relationship between POS and turnover, while high PSS weakened it. Implications for research and practice are discussed. [Copyright 2007 John Wiley and Sons, Ltd.] |
| Author | Griffeth, Rodger W. Allen, David G. Maertz, Carl P. Campbell, Nathanael S. |
| Author_xml | – sequence: 1 givenname: Carl P. surname: Maertz Jr fullname: Maertz Jr, Carl P. email: spiral3@charter.net organization: Department of Management, Saint Louis University, St. Louis, Missouri, U.S.A – sequence: 2 givenname: Rodger W. surname: Griffeth fullname: Griffeth, Rodger W. organization: Departments of Psychology and Management Systems, Ohio University, Athens, Ohio, U.S.A – sequence: 3 givenname: Nathanael S. surname: Campbell fullname: Campbell, Nathanael S. organization: Henderson State University, Arkadelphia, Arkansas, U.S.A – sequence: 4 givenname: David G. surname: Allen fullname: Allen, David G. organization: Department of Management, University of Memphis, Memphis, Tennessee, U.S.A |
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| References | Rhoades L., & Eisenberger R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87, 698-714. Kim S., Price J. L., Mueller C. W., & Watson T. W. (1996). The determinants of career intent among physicians at a U.S. air force hospital. Human Relations, 49, 947-975. Payne S. C., & Huffman A. H. (2005). A longitudinal examination of the influence of mentoring on organizational commitment and turnover. Academy of Management Journal, 48, 158-168. Price J. L., & Mueller C. W. (1981). A causal model of turnover for nurses. Academy of Management Journal, 24, 543-565. Griffeth R. W., Hom P. W., & Gaertner S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Updated moderator tests, and research implications for the next millennium. Journal of Management, 26, 463-488. Edwards J. R., & Rothbard N. P. (2000). Mechanisms linking work and family: Clarifying the relationship between work and family constructs. Academy of Management Review, 25, 178-199. Hom P. W., Caranikas-Walker F., Prussia G. E., & Griffeth R. W. (1992). A meta-analytical structural equations analysis of a model of employee turnover. Journal of Applied Psychology, 78, 890-909. Mowday R. T., Steers R. M., & Porter L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 222-247. Hoffman D. A., & Morgeson F. P. (1999). Safety-related behavior as a social exchange: The role of perceived organizational support and leader-member exchange. Journal of Applied Psychology, 84, 286-296. Wayne S. J., Shore L. M., & Liden R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111. Maertz C. P., Mosley D. C., & Alford B. (2002). Does organizational commitment fully mediate constituent commitment effects: A re-assessment and clarification. Journal of Applied Social Psychology, 32, 1300-1313. Griffeth R. W., & Hom P. W. (2001). Retaining valued employees. Thousand Oaks, CA: Sage Publications, Inc. Levinson H. (1965). Reciprocation: The relationship between man and organization. Administrative Science Quarterly, 9, 370-390. Becker T. E. (1992). Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 35, 232-244. Reichers A. (1986). Conflict and organizational commitments. Journal of Applied Psychology, 71, 508-514. Maertz C. P., & Campion M. A. (2004). Profiles in quitting: Integrating content and process turnover theory. Academy of Management Journal, 47, 566-582. Mobley W. H., Griffeth R. W., Hand H. H., & Meglino B. (1979). Review and conceptual analysis of the employee turnover process. Psychological Bulletin, 86, 493-522. Maertz C. P., & Griffeth R. W. (2004). Eight motivational forces and voluntary turnover: A theoretical synthesis with implications for research. Journal of Management, 30, 667-683. Mobley W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62, 237-240. Eisenberger R., Stinglhamber R., Vandenberghe C., Sucharski I. L., & Rhoades L. (2002). Perceived supervisor support: Contributions to perceived organizational support and retention. Journal of Applied Psychology, 87, 565-573. Ito J. K., & Brotheridge C. M. (2005). Does supporting employee's career adaptability lead to commitment, turnover, or both? Human Resource Management, 44, 5-19. Dirks K. T., & Ferrin D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611-628. Platt J. R. (1964). Strong inference. Science, 146, 347-353. Kottke J. L., & Sharafinski C. E. (1988). Measuring perceived supervisory and organizational support. Educational and Psychological Measurement, 48, 1075-1079. Eisenberger R., Huntington R., Hutchinson S., & Sowa D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507. Van Yperen N. W., & Hagedoorn M. (2003). Do high job demands increase intrinsic motivation or fatigue or both? The role of job control and job social support. Academy of Management Journal, 46, 339-348. Rhoades L., Eisenberger R., & Armeli S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86, 825-836. Wayne S. J., Shore L. M., Bommer W. H., & Tetrick L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of Applied Psychology, 87, 590-598. Eisenberger R., Armeli S., Rexwinkel B., Lynch P. D., & Rhoades L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86, 42-51. Mitchell T. R., Holtom B. C., Lee T. W., Sablynski C. J., & Erez M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102-1121. Hom P. W., & Griffeth R. W. (1991). Structural equations modeling test of a turnover theory: Cross-sectional and longitudinal analysis. Journal of Applied Psychology, 76, 350-366. Adams G. A., King L. A., & King D. W. (1996). Relationships of job and family involvement, family social support, and work-family conflict with job and life satisfaction. Journal of Applied Psychology, 81, 411-420. Meyer J., Allen N., & Smith C. (1993). Commitment to organizations and occupations: extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538-551. Mathieu J. E., & Zajac D. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-194. Settoon R. P., Bennett N., & Liden R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81, 219-227. Bentler P. M., & Chou C. P. (1987). Practical issues in structural modeling. Sociological Methods & Research, 16, 78-117. Lee T. W., & Mitchell T. R. (1994). An alternative approach: The unfolding model of voluntary employee turnover. Academy of Management Review, 19, 51-89. Tekleab A. G., Takeuchi R., & Taylor M. S. (2005). Extending the chain of relationships among organizational justice, social exchange, and employee reactions: The role of contract violations. Academy of Management Journal, 48, 146-157. Cappelli P. (2005). Will there really be a labor shortage? Human Resource Management, 44, 143-149. Pfeffer J. (2005). Changing mental models: HR's most important task. Human Resource Management, 44, 123-128. McEvoy G. M., & Cascio W. F. (1985). Strategies for reducing employee turnover: A meta-analysis. Journal of Applied Psychology, 70, 342-353. Allen D. G., Shore L. M., & Griffeth R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29, 99-118. Reichers A. (1985). A review and reconceptualization of organizational commitment. Academy of Management Review, 10, 465-476. March J., & Simon H. A. (1959). Organizations. New York: Wiley Press. Bozeman D. P., & Perrewe P. L. (2001). The effect of item content overlap on organizational commitment questionnaire-turnover cognitions relationship. Journal of Applied Psychology, 86, 161-173. Meyer J., & Allen N. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-98. Maertz C. P., Stevens M. J., & Campion M. A. (2003). A turnover model for the Mexican maquiladoras. Journal of Vocational Behavior, 63, 111-135. Williams L. J., & Hazer J. T. (1986). Antecedents and consequences of satisfaction and commitment in turnover models: A reanalysis using latent variable structural equation methods. Journal of Applied Psychology, 71, 219-231. Clugston M., Howell J. P., & Dorfman P. W. (2000). Does cultural socialization predict multiple bases and foci of commitment? Journal of Management, 26, 5-31. 1990; 108 1991; 1 1997; 40 1986; 71 1979; 14 2000; 25 2000; 26 1991; 76 2004; 47 2002; 32 1977; 62 1981; 24 1992; 35 1993 1999; 84 2001; 44 2005; 48 1992; 78 1959 2005; 44 2001; 86 1987; 16 2004; 30 1993; 78 2001 1994; 19 1965; 9 1988; 48 2002; 87 2003; 46 1985; 70 2003; 29 1996; 81 1979; 86 1996; 49 2003; 63 1985; 10 1988 1964; 146 e_1_2_1_20_1 e_1_2_1_41_1 e_1_2_1_24_1 e_1_2_1_45_1 e_1_2_1_22_1 e_1_2_1_43_1 e_1_2_1_28_1 e_1_2_1_49_1 e_1_2_1_26_1 e_1_2_1_47_1 e_1_2_1_31_1 e_1_2_1_8_1 e_1_2_1_6_1 e_1_2_1_12_1 e_1_2_1_35_1 e_1_2_1_50_1 e_1_2_1_4_1 e_1_2_1_10_1 e_1_2_1_33_1 e_1_2_1_52_1 e_1_2_1_2_1 e_1_2_1_14_1 e_1_2_1_37_1 e_1_2_1_18_1 e_1_2_1_42_1 e_1_2_1_40_1 e_1_2_1_23_1 e_1_2_1_46_1 e_1_2_1_21_1 e_1_2_1_44_1 e_1_2_1_27_1 e_1_2_1_25_1 e_1_2_1_48_1 March J. (e_1_2_1_29_1) 1959 e_1_2_1_7_1 e_1_2_1_30_1 e_1_2_1_5_1 Hoffman D. A. (e_1_2_1_16_1) 1999; 84 e_1_2_1_3_1 e_1_2_1_13_1 e_1_2_1_34_1 e_1_2_1_51_1 e_1_2_1_11_1 e_1_2_1_32_1 Peters L. (e_1_2_1_39_1) 1988 e_1_2_1_17_1 e_1_2_1_38_1 e_1_2_1_15_1 e_1_2_1_36_1 e_1_2_1_9_1 e_1_2_1_19_1 |
| References_xml | – reference: Becker T. E. (1992). Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 35, 232-244. – reference: Hom P. W., & Griffeth R. W. (1991). Structural equations modeling test of a turnover theory: Cross-sectional and longitudinal analysis. Journal of Applied Psychology, 76, 350-366. – reference: Ito J. K., & Brotheridge C. M. (2005). Does supporting employee's career adaptability lead to commitment, turnover, or both? Human Resource Management, 44, 5-19. – reference: Rhoades L., & Eisenberger R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87, 698-714. – reference: Rhoades L., Eisenberger R., & Armeli S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86, 825-836. – reference: Payne S. C., & Huffman A. H. (2005). A longitudinal examination of the influence of mentoring on organizational commitment and turnover. Academy of Management Journal, 48, 158-168. – reference: Platt J. R. (1964). Strong inference. Science, 146, 347-353. – reference: Bozeman D. P., & Perrewe P. L. (2001). The effect of item content overlap on organizational commitment questionnaire-turnover cognitions relationship. Journal of Applied Psychology, 86, 161-173. – reference: Meyer J., Allen N., & Smith C. (1993). Commitment to organizations and occupations: extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538-551. – reference: Griffeth R. W., & Hom P. W. (2001). Retaining valued employees. Thousand Oaks, CA: Sage Publications, Inc. – reference: Maertz C. P., Mosley D. C., & Alford B. (2002). Does organizational commitment fully mediate constituent commitment effects: A re-assessment and clarification. Journal of Applied Social Psychology, 32, 1300-1313. – reference: Price J. L., & Mueller C. W. (1981). A causal model of turnover for nurses. Academy of Management Journal, 24, 543-565. – reference: Allen D. G., Shore L. M., & Griffeth R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29, 99-118. – reference: Bentler P. M., & Chou C. P. (1987). Practical issues in structural modeling. Sociological Methods & Research, 16, 78-117. – reference: Tekleab A. G., Takeuchi R., & Taylor M. S. (2005). Extending the chain of relationships among organizational justice, social exchange, and employee reactions: The role of contract violations. Academy of Management Journal, 48, 146-157. – reference: Lee T. W., & Mitchell T. R. (1994). An alternative approach: The unfolding model of voluntary employee turnover. Academy of Management Review, 19, 51-89. – reference: Wayne S. J., Shore L. M., Bommer W. H., & Tetrick L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange. Journal of Applied Psychology, 87, 590-598. – reference: Dirks K. T., & Ferrin D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611-628. – reference: March J., & Simon H. A. (1959). Organizations. New York: Wiley Press. – reference: Eisenberger R., Stinglhamber R., Vandenberghe C., Sucharski I. L., & Rhoades L. (2002). Perceived supervisor support: Contributions to perceived organizational support and retention. Journal of Applied Psychology, 87, 565-573. – reference: Hom P. W., Caranikas-Walker F., Prussia G. E., & Griffeth R. W. (1992). A meta-analytical structural equations analysis of a model of employee turnover. Journal of Applied Psychology, 78, 890-909. – reference: Hoffman D. A., & Morgeson F. P. (1999). Safety-related behavior as a social exchange: The role of perceived organizational support and leader-member exchange. Journal of Applied Psychology, 84, 286-296. – reference: Kim S., Price J. L., Mueller C. W., & Watson T. W. (1996). The determinants of career intent among physicians at a U.S. air force hospital. Human Relations, 49, 947-975. – reference: Cappelli P. (2005). Will there really be a labor shortage? Human Resource Management, 44, 143-149. – reference: Mitchell T. R., Holtom B. C., Lee T. W., Sablynski C. J., & Erez M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102-1121. – reference: Edwards J. R., & Rothbard N. P. (2000). Mechanisms linking work and family: Clarifying the relationship between work and family constructs. Academy of Management Review, 25, 178-199. – reference: McEvoy G. M., & Cascio W. F. (1985). Strategies for reducing employee turnover: A meta-analysis. Journal of Applied Psychology, 70, 342-353. – reference: Eisenberger R., Huntington R., Hutchinson S., & Sowa D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507. – reference: Reichers A. (1986). Conflict and organizational commitments. Journal of Applied Psychology, 71, 508-514. – reference: Levinson H. (1965). Reciprocation: The relationship between man and organization. Administrative Science Quarterly, 9, 370-390. – reference: Mobley W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62, 237-240. – reference: Reichers A. (1985). A review and reconceptualization of organizational commitment. Academy of Management Review, 10, 465-476. – reference: Adams G. A., King L. A., & King D. W. (1996). Relationships of job and family involvement, family social support, and work-family conflict with job and life satisfaction. Journal of Applied Psychology, 81, 411-420. – reference: Mowday R. T., Steers R. M., & Porter L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 222-247. – reference: Mobley W. H., Griffeth R. W., Hand H. H., & Meglino B. (1979). Review and conceptual analysis of the employee turnover process. Psychological Bulletin, 86, 493-522. – reference: Pfeffer J. (2005). Changing mental models: HR's most important task. Human Resource Management, 44, 123-128. – reference: Settoon R. P., Bennett N., & Liden R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81, 219-227. – reference: Maertz C. P., & Campion M. A. (2004). Profiles in quitting: Integrating content and process turnover theory. Academy of Management Journal, 47, 566-582. – reference: Wayne S. J., Shore L. M., & Liden R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40, 82-111. – reference: Kottke J. L., & Sharafinski C. E. (1988). Measuring perceived supervisory and organizational support. Educational and Psychological Measurement, 48, 1075-1079. – reference: Griffeth R. W., Hom P. W., & Gaertner S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Updated moderator tests, and research implications for the next millennium. Journal of Management, 26, 463-488. – reference: Williams L. J., & Hazer J. T. (1986). Antecedents and consequences of satisfaction and commitment in turnover models: A reanalysis using latent variable structural equation methods. Journal of Applied Psychology, 71, 219-231. – reference: Maertz C. P., & Griffeth R. W. (2004). Eight motivational forces and voluntary turnover: A theoretical synthesis with implications for research. 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| SubjectTerms | Applied psychology Cognition Cognitive models Employee supervision Employee turnover Employees Human resources Industrial management Mentoring Modeling Normativity Organizational behavior Organizational commitment Organizational support Social services Social workers Studies Supervisors Turnover |
| Title | The effects of perceived organizational support and perceived supervisor support on employee turnover |
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