Perceived organizational support: Reducing the negative influence of coworker withdrawal behavior
Perceived organizational support: Reducing the negative influence of coworker withdrawal behavior
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DOI：
10.1177/0149206307309259
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发表时间：
2008-02-01
影响因子：
13.5
通讯作者：
Eisenberger, Robert
中科院分区：
文献类型：
--
作者：
Eder, Paul;Eisenberger, Robert
当员工的同事表现出更高的退缩水平时，员工个人更有可能从自己的工作中退缩。作者探讨了这种关系是否会受到组织支持理论（Eisenberger，亨廷顿，Hutchison，& Sowa，1986）提出的与组织的积极交换关系的抑制。在一个制造业组织的23个工作组中（研究1），高知觉的组织支持（POS）消除了工作组与个人迟到之间的关系。在94个工作组中的零售销售组织（研究2），POS减少工作组撤回和个人撤回之间的关系。
When employees' coworkers exhibit higher levels of withdrawal, individual employees are more likely to withdraw from their own work. The authors explored whether this relation would be curbed by a positive exchange relationship with one's organization, as suggested by organizational support theory (Eisenberger, Huntington, Hutchison, & Sowa, 1986). Among 23 work groups in a manufacturing organization (Study 1), high perceived organizational support (POS) eliminated the relation between work group and individual tardiness. Among 94 work groups in a retail sales organization (Study 2), POS reduced the relation between work group withdrawal and individual withdrawal.