In light of this, empirical data demonstrated that POS is positively associated with various positive attitudes and behaviors at work, including employees' affective commitment, organizational identity, work engagement, and job performance. Additionally, it was discovered that POS was favorably correlated with several measures of workers' well-being, including overall health and job satisfaction. Numerous studies, however, showed that POS reduced absenteeism, burnout, and intentions to leave the company. Even though previous research has amply shown that POS fosters a favorable work environment for employees, the impact of POS on the conflict in the workplace has mostly gone unnoticed.
Perceived Organization Support refers to employees' impressions of how much their company values their contributions and works to advance their well-being. According to the social exchange perspective and the reciprocity norm, employees have a moral duty to return the favor and support shown to them by their employer by adopting positive attitudes and contributing to achieving the organization's objectives. It also claims that POS meets workers' socio-emotional needs, such as their desire for respect, which promotes positive attitudes and behaviors toward the company and increases their subjective well-being
Shore and Shore identified two HR practices essential to the development of higher POS in the POS literature: discretionary practices, which imply organizational concern but are not required by company policy or a union contract, and HR practices which signify organizational recognition of the employee's contribution. According to this hypothesis, HR practices demonstrating various ways the company cares about its people and recognizes their contributions may be especially important for the growth of high POS. As a result, several HR procedures are crucial in demonstrating support for employees in addressing these demands. To begin with, adequate compensation is required to fulfill people's physiological or survival demands. Second, enough professional development opportunities that support employees' potential growth and capability expansion can meet growth needs. Third, social support techniques in HR, such as assisting workers in upholding healthy work and family ties and cultivating positive leader-member exchange interactions, can be crucial in satiating workers' demand for relatedness. Pay level, professional development possibilities, work-family support, and leader-member exchange are thus the HR practices selected to explore as antecedents of POS.
According to organizational support theory, receiving good awards shows that a company recognizes its employees' contributions, which is a key component of POS. Such organizational awards, which the employee interprets as a sign of organizational gratitude and recognition, represent an investment by the organization in the individual and help POS flourish.
Work-family support is another HR strategy that can satisfy employee requirements and boost POS. POS may be connected to organizational initiatives that support staff members' perceptions that the company will offer sympathetic understanding and material assistance to deal with difficult events at work or home. These elements would satisfy the desire for social interaction and emotional support, improving employee POS. The likelihood is high that employees will view an organization as more supportive and considerate of their needs if it offers high work-family support.
In large firms, where highly codified policies and processes may limit flexibility in addressing employees' specific needs, it is suggested that people feel less appreciated. Large businesses, like small ones, can be kind to groups of employees, but the formal regulations' restricted flexibility in addressing the needs of specific individuals may lower POS.
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Commitment to the organization is another significant organizational effect that POS may produce. According to organizational support theory, POS generates a duty in the employee to care about the company and to return the favor with devotion and loyalty. POS is an indicator of the organization's commitment to the employee. Organizational behaviors that demonstrate concern and care for employees may strengthen organizational commitment.
employees' overall affective reactions to their jobs, such as work satisfaction and positive mood, have been postulated to be influenced by POS. Work satisfaction refers to employees' overall affective attitude toward their jobs. By addressing socio-emotional requirements, raising performance-reward expectations, and indicating the availability of assistance when needed, POS should increase overall job satisfaction. Job satisfaction and a good mood are fundamentally different since a good mood involves a broad emotional state without a particular object. It has been suggested that mood is the environment-dependent state component of affectivity.
POS should improve the performance of routine job duties and organization-beneficial acts that go above and beyond the call of duty. These tasks include helping coworkers, taking precautions to keep the company safe, making helpful suggestions, and acquiring information and skills to benefit the company. These actions can be separated into two categories: those supporting the organization and those concentrating on supporting coworkers.
The connection between POS and employees' desire to stay with the company is investigated. Workers' likelihood to leave the company is evaluated if they choose somewhat better compensation, more professional freedom or position, or more amiable coworkers. The desire to stay should be contrasted with the uneasy feeling of being stuck in a company due to the prohibitive costs of quitting.
When studying perceived organizational support, it was found that while managers were more interested in their employee's commitment to the company, the employees' attention was on the company's commitment to them. The company is a valuable source for employees' socio-emotional needs, including respect and compassion, as well as their material needs, like pay and health benefits. Because POS is still a relatively new idea, concerns have been expressed regarding how it differs from other ideas. Much research is still needed to determine how it might contribute to organizational excellence through high employee productivity.
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