Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Hongwei He, Quoc Hung Pham, Yehuda Baruch, Weichun Zhu

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Abstract

Organizational identification (OID) can be developed out of social exchange practices within an organizational setting. Drawing on social exchange theory, we propose that the effect of perceived organizational support (POS) on OID is stronger for employees with stronger exchange ideology. We further argue that employee investment in an organization may also create a social exchange process that positively influences OID. We expect that employee investment moderates not only the effect of POS on OID, but also the enhancing effect of exchange ideology on the effect of POS on OID. Specifically, POS has a stronger positive effect on OID when exchange ideology is high and when employee investment is low. When employee investment is high, POS has a weaker effect on OID regardless of employees’ exchange ideology. These effects were empirically supported by a survey. Theoretical and practical implications are also discussed.
Original languageEnglish
Pages (from-to)2772–2795
Number of pages24
JournalInternational Journal of Human Resource Management
Volume25
Issue number20
Early online date24 Apr 2014
DOIs
Publication statusE-pub ahead of print - 24 Apr 2014

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Keywords

  • organizational identification
  • organizational support
  • employee exchange
  • Employee-organization relationship
  • social exchange relationship
  • perceived organisational support
  • employee investment
  • exchange ideology

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