Perceived organizational support

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./oMmo/ of Management, 29, 99-118. 

Ring, J. K. (2010). The effeet of perceived organizational support and safety climate on voluntary turnover in the transportation industry. International Journal of Business Research and Management, 1, 156-168. 

Tucker, S., Chmiel, N., Turner, N., Hershcovis, S., Stride, C. B. (2008). Perceived organizational support for safety and employee safety voice The mediating role of co-worker support for safety. Journal cf Occupational Health Psychology, 13(A), 319-330. 

Hofmann, D. A., Morgeson, F. P. (1999). Safety-related behavior as a social exchange The role of perceived organizational support and leader-ember exchange. Journal of Applied Psychology, 84, 286-296. 

Jacqueline A-M, Coyle-Shapiro, and Neil Conway. "Exchange Relationships An Examination of Psychological Contracts and Perceived Organizational Support," Journal of Applied Psychology, 90 (2005) pp. 774-781. 

Perceived organizational support Organizational concern for team member needs and interests... 

Perceived organizational support is not the same as job satisfaction, though the two are often related. Workers who believe the organization cares about them are more likely to be satisfied. Perceived organizational support is an overall perception by workers of organizational commitment to them, whereas job satisfaction is an affective response (positive/negative) to specific aspects of the work situation (e.g., pay, physical working conditions, work schedules). 

Procedural Justice Leader-Member Exchange Leadership Credibility Perceived Organizational Support... 

Safety climate is underwritten by the organizational dimensions. In particular, there is a strong relationship between perceived organizational support and safety climate. Team members who believe the organization cares about them also accept that leadership is committed to safety. Commitment to safety is one specific way in which organizational support can be demonstrated, and such commitment is a means by which a leader can make his or her ethical commitment to safety visible and tangible. This display of commitment represents an important opportunity for a leader who wants to build a strong safety climate. 

Among the problems to which these leaders are blind are the very unpredictability of their own behavior and the resultant erosion in trust between leaders and followers. These developments are detectable with the Organizational Culture Diagnostic Instrument (see chapter 3) they show up as adverse changes in the OCDI dimensions of procedural justice (team members see the leaders behavior as unfair and untrustworthy), perceived organizational support (of team members by their leaders), and upward communication (by team members to their leaders about unsafe acts). The hazards and costs of cognitive bias thus often run deep in both the administrative and clinical chains of command in the healthcare organization. 

Are there traditions and systems for the detection and blame-free exploration of biases and errors, and for sharing lessons learned These cultural attributes and practices are fostered by a strong transformational leadership style (see chapters 4 and 5) and reflected in high scores on the OCDI s four organizational dimensions (procedural justice, perceived organizational support, leader-member exchange, leadership credibility). 

Lower scores on perceived organizational support and upward communication indicated areas for particular attention during the culture change effort. Senior management and the behaviors they stimulate through the management chain influence both of these dimensions, which also have a strong influence on the culture in ways that relate directly to mission safety. 

Leaders also delivered a message of what" without delivering the "why." (This gap likely contributed to NASA s lower scores for management credibility and perceived organizational support.)... 

The workforce wanted and needed a culture that values and promotes respect and cooperation. (This need related to perceived organizational support.)... 

NASA s assessment identified significant deficiencies in upward communication. This is also a significant obstacle in healthcare safety. Poor upward communication is often associated with low organizational scores such as NASA s low perceived organizational support, NASA s intervention gives us useful ways to address healthcare s upward communication issues. 

David A. Hofmann and F. P. Morgeson, "Safety-Related Behavior as a Social Exchange The Role of Perceived Organizational Support and Leader-Member Exchange," Journal of Applied Psychology, 84 (1999) p. 286-296. 

Robert H. Moorman, Gerald L. Blakely, and Brian P. Niehoff, "Does Perceived Organizational Support Mediate the Relationship between Procedural Justice and Organizational Citizenship Behavior " Academy of Management Journal, 41 (1998) pp. 351—357. 

---