The Importance Of Pos In Social Exchange Theory

Literature Review

Perceived Organisational Support (POS) theory suggests that employees form a generalised perception about to what extent an organisation values their opinions and contributions, and cares about their well-being (Kurtessis J. N., et al., 2015). Most researchers frame POS within Social Exchange Theory (SET), based on the norm of reciprocity (Gouldner, 1960). SET plays a moderating role between POS and the resulting employee behaviour and attitudes (Gojny & Struzyna, 2013). Muse and Stamper (2002) theorised a separation of the two main employee perceptions, POS-R, their perception of an organisation’s care for their well-binge and POS-J their perception of an organisations value of their contributions. Other studies following this however have continued to look at POS as a whole (Gojny & Struzyna, 2013).

POS in Organisational Behaviour is about creating favourable relationships with employees (Eisenberger, Malone, & Presson, 2016). Employee perceptions of fairness, supervisor support and rewards, and job conditions were identified by Rhoades and Eisenberger (2002) as the basis of POS, with a significant emphasis on an employee’s history of treatment as a key

Through this revision higher-level managers can improve POS by providing supportive policies (Kurtessis J. N., et al., 2017). Administrator should take the time to assess what organisational resources individuals value and take measures to provide said resources where possible (Beheshtifar & Herat, 2013). In this case, the resource in high demand is the managers time. The organisation should look at implementing measures so a subordinate is supported by a superior even if their manager is busy, or looking at how co-workers can provide similar support systems through helpful and considerate actions (Hayton, Carnabuci, & Eisenberger, 2012; Kurtessis J. N., et al.,