title: Perceived organizational support and extra-role performance: which leads to which?
abstract: L. Rhoades and R. Eisenberger (2002) reported the meta-analytic finding of a highly statistically significant relation between perceived organizational support (POS) and performance but concluded that the reviewed studies' methodology allowed no conclusion concerning the direction of the association. To investigate this issue, the authors assessed POS and extra-role performance 2 times, separated by a 3-year interval, among 199 employees of an electronic and appliance sales organization. Using a cross-lagged panel design, the authors found that POS was positively associated with a temporal change in extra-role performance. In contrast, the relation between extra-role performance and temporal change in POS was not statistically significant. These findings provide evidence that POS leads to extra-role performance.
authors.affiliation: Department of Sociology, Huazhong University of Science and Technology, China.
authors.forename: Zhixia
authors.initials: Z
authors.lastname: Chen
authors.forename: Robert
authors.initials: R
authors.lastname: Eisenberger
authors.forename: Kelly M
authors.initials: KM
authors.lastname: Johnson
authors.forename: Ivan L
authors.initials: IL
authors.lastname: Sucharski
authors.forename: Justin
authors.initials: J
authors.lastname: Aselage
mesh_terms: D006801:Humans; D009042:Motivation; D015279:Organizational Culture; D012919:Social Behavior; D012944:Social Support; D017132:Workplace / Q000523:psychology*