Prudence nevertheless dictates that both facets of the definition of POS (valuation of employees’ contribution and care about employees’ well-being) be represented in short versions of the questionnaire.” 699) that “Because the original scale is unidimensional and has high internal reliability, the use of shorter versions does not appear problematic. This scale follows the recommendation of Rhoades and Eisenberger (2002, p. If a still shorter 8-item version of the scale is needed, another version selected from high loading items from the original SPOS may be used (please see the table below). Journal of Applied Psychology, 71, 500-507. The reference for the scale is:Įisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. The items indicated by an asterisk are a 16-item short form. Washington, DC: American Psychological Association Books.Ī link for a copy of the 36-item Survey of Perceived Organizational Support (SPOS) is given in the table below. More information on POS can be obtained from my recent book with Florence Stinglhamber entitled Perceived organizational support: Fostering enthusiastic and productive employees. Information about assessing POS and downloadable articles are provided below. Rhoades and Eisenberger and more recent meta-analyses (e.g., Kurtessis, Eisenberger, Ford, Buffardi, Stewart, & Adis, 2015) found clear and consistent relationships of POS with its predicted antecedents and consequences. Rhoades and Eisenberger’s (2002) meta-analysis covered some 70 POS studies carried out through 1999, and the number now exceeds 700. Behavioral outcomes of POS include increases in in-role and extra-role performance and decreases in withdrawal behaviors such as absenteeism and turnover.Īlthough there were relatively few studies of POS until the mid-1990′s, research on the topic has burgeoned in the last few years. POS increases employees’ felt obligation to help the organization reach its objectives, their affective commitment to the organization, and their expectation that improved performance will be rewarded.
Research on perceived organizational support (POS) began with the observation that if managers are concerned with their employees’ commitment to the organization, employees are focused on the organization’s commitment to them (Eisenberger, Huntington, Hutchinson, & Sowa, 1986Organizational support theory (OST: Eisenberger, Huntington, Hutchinson, & Sowa, 1986 Rhoades & Eisenberger, 2002 Shore & Shore, 1995) holds that employees develop POS in order to meet needs for approval, esteem and affiliation, and to assess the benefits of increased work effort. POS has been found to have important consequences employee performance and well-being. Perceived Organizational Support (POS) refers to employees’ perception concerning the extent to which the organization values their contribution and cares about their well-being.
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