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A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

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  • Riggle, Robert J.
  • Edmondson, Diane R.
  • Hansen, John D.

Abstract

Anecdotal comments from practitioners and extant empirical research suggests a tenuous link between perceived organizational support and desired employee outcomes. Accordingly, in this study the authors conduct a meta-analysis examining the effects of perceived organizational support on four employee outcomes: organizational commitment, job satisfaction, performance, and intention to leave. The authors also examine the extent to which these effects are moderated by job type (frontline vs. non-frontline employee). Findings from the study indicate that perceived organizational support has a strong, positive effect on job satisfaction and organizational commitment; a moderate, positive effect on employee performance; and a strong, negative effect on intention to leave. Study findings also indicate that the effects of perceived organizational support are more pronounced for non-frontline employees.

Suggested Citation

  • Riggle, Robert J. & Edmondson, Diane R. & Hansen, John D., 2009. "A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research," Journal of Business Research, Elsevier, vol. 62(10), pages 1027-1030, October.
    • Handle: RePEc:eee:jbrese:v:62:y:2009:i:10:p:1027-1030
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    References listed on IDEAS

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    1. Jackie Coyle‐Shapiro & Ian Kessler, 2000. "Consequences Of The Psychological Contract For The Employment Relationship: A Large Scale Survey," Journal of Management Studies, Wiley Blackwell, vol. 37(7), pages 903-930, November.
    2. Jaramillo, Fernando & Mulki, Jay Prakash & Marshall, Greg W., 2005. "A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research," Journal of Business Research, Elsevier, vol. 58(6), pages 705-714, June.
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