Robert Eisenberger

Affective commitment to the organization : The contribution of perceived organizational support

Three studies examined the interrelationships among work experiences, perceived organizational support (POS), affective commitment (AC), and employee turnover. Using a diverse sample of 367 employees drawn from a variety of organizations, Study 1 found that POS mediated positive associations of organizational rewards, procedural justice, and supervisor support with AC. Study 2 examined changes of POS and AC in retail employees over a 2-year span (N = 333) and a 3-year span (N = 226). POS was positively related to temporal changes in AC, suggesting that POS leads to AC. Study 3 found a negative relationship between POS and subsequent voluntary employee turnover that was mediated by AC in retail employees (N = 1,124) and in poultry- and feed-processing workers (N = 262). These results suggest that favorable work conditions operate via POS to increase AC, which, in turn, decreases employee withdrawal behavior.

Detrimental effects of reward: Reality or myth?

Based on seemingly overwhelming empirical evidence of the decremental effects of reward on intrinsic task interest and creativity, the use of reward to alter human behavior has been challenged in literature reviews, textbooks, and the popular media. An analysis of a quarter century of research on intrinsic task interest and creativity revealed, however, that (a) detrimental effects of reward occur under highly restricted, easily avoidable conditions; (b) mechanisms of instrumental and classical conditioning are basic for understanding incremental and decremental effects of reward on task motivation; and (c) positive effects of reward on generalized creativity are easily attainable using procedures derived from behavior theory.

Perceived organizational support and police performance: the moderating influence of socioemotional needs.

Police patrol officers were surveyed to investigate how the strength of socioemotional needs affects the relationship between perceived organizational support (POS) and work performance. The association of POS with driving-under-the-influence arrests and speeding citations generally increased with strength of the needs for esteem, affiliation, emotional support, and social approval. Patrol officers with strong socioemotional needs, but not those with weak needs, showed a positive relationship between POS and performance. The findings are consistent with social exchange views that maintain (a) work effort is encouraged by the receipt of socioemotional resources, (b) POS fulfills a variety of socioemotional needs, and (c) the value of POS and the obligation to reciprocate with high performance increase with the strength of socioemotional needs.

Who Takes the most Revenge? Individual Differences in Negative Reciprocity Norm Endorsement

The authors report that beliefs favoring the reciprocation of unfavorable treatment form a unitary factor that is distinct from beliefs favoring the reciprocation of favorable treatment. Individual differences in endorsement of this negative reciprocity norm were related to (a) beliefs that people are generally malevolent; (b) inclination toward anger in everyday life; (c) anger, disagreement, and ridicule directed toward a new acquaintance who treated participants unfavorably; and (d) reduced anxiety, positive emotional engagement, and encouragement of a new acquaintance who treated participants favorably. These findings suggest that individual differences in endorsement of the negative norm of reciprocity influence the extent of vengeance.

Rewards, Intrinsic Motivation, and Creativity: A Case Study of Conceptual and Methodological Isolation

Three decades of research have failed to produce general agreement concerning the effects of reward on creativity. We believe that the problem stems not from any great complexity of research findings, but primarily from the clash between romantic and behaviorist worldviews concerning basic human nature. Isolation of these research camps has produced narrow perspectives and failures to correct persisting methodological flaws. Research correcting these flaws suggests that rewards for novel performance increase intrinsic motivation and creativity, whereas rewards for conventional performance decrease intrinsic motivation and creativity. Creative motivational orientation, enhanced by rewards, strongly affects innovative performance.

Perceived Organizational Support A Meta-Analytic Evaluation of Organizational Support Theory

Organizational support theory (OST) proposes that employees form a generalized perception concerning the extent to which the organization values their contributions and cares about their well-being (perceived organizational support, or POS). Based on hypotheses involving social exchange, attribution, and self-enhancement, we carried out a meta-analytic assessment of OST using results from 558 studies. OST was generally successful in its predictions concerning both the antecedents of POS (leadership, employee–organization context, human resource practices, and working conditions) and its consequences (employee’s orientation toward the organization and work, employee performance, and well-being). Notably, OST successfully predicted the relative magnitudes of different relationships, influences of process variables, and mediational effects. General implications of the findings for OST and research on POS are discussed.

Can the promise of reward increase creativity

Two experiments, involving 436 preadolescent schoolchildren, investigated how the explicitness of promised reward affects creativity. In the first study, the nonspecific promise of reward increased the creativity of picture drawing if children had previously received divergent-thinking training (generating novel uses for physical objects). In the second study, promised reward increased the creativity of childrens drawings if current task instructions clarified the necessity of creative performance. Promised reward evidently increases creativity if there is currently, or was previously, an explicit positive relationship between creativity and reward.

Inhibiting effects of reciprocation wariness on interpersonal relationships

Students with high reciprocation wariness, a general fear of exploitation in interpersonal relationships, showed (a) a markedly reduced positive response to cooperative communication in a Prisoners Dilemma bargaining task, (b) a greater negative response to uncooperative communication, and (c) an increased positive response to the prospect of long-term interaction. Reciprocation wariness appears to inhibit the establishment and strengthening of interpersonal relationships.

Blaming the Organization for Abusive Supervision: The Roles of Perceived Organizational Support and Supervisor's Organizational Embodiment

Why do employees who experience abusive supervision retaliate against the organization? We apply organizational support theory to propose that employees hold the organization partly responsible for abusive supervision. Depending on the extent to which employees identify the supervisor with the organization (i.e., supervisors organizational embodiment), we expected abusive supervision to be associated with low perceived organizational support (POS) and consequently with retribution against the organization. Across 3 samples, we found that abusive supervision was associated with decreased POS as moderated by supervisors organizational embodiment. In turn, reduced POS was related to heightened counterproductive work behavior directed against the organization and lowered in-role and extra-role performance. These findings suggest that employees partly attribute abusive supervision to negative valuation by the organization and, consequently, behave negatively toward and withhold positive contributions to it.

Effects of conceptual task difficulty on generalized persistence.

A set of experiments tested whether the degree of effort rewarded in a conceptual task would affect subsequent persistence in a perceptual task. College students were presented with complex, simple, or unsolvable anagrams or, in a control group, merely read the anagram target words; the perceptual task requiring the identification of subtle or nonexistent differences between cartoon drawings followed. Those who had worked on unsolvable anagrams spent greater time on the cartoon drawings compared with those who had worked on simple anagrams or anagram target words, suggesting that initial failure on assigned tasks serves as a cue to work harder. The complex group spent more time on the cartoon task than the simple group, control group and, following sufficient failure, the unsolvable group. The complex group was also found to spend more time on the cartoons than a group which experienced exactly the same distribution of successes and failures on the anagrams but which always failed after high effort. Two interpretations of the superior persistence of the complex group were compared: (a) the degree of accustomed effort per reinforcer becomes a generalized component of instrumental behavior, and (b) high effort increases the habituation of frustration-produced disruptive responses.