THE EFFECTS OF ORGANIZATIONAL REWARDS, PERCEIVED SUPERVISOR SUPPORT, AND PROCEDURAL FAIRNESS ON EMPLOYEE ATTITUDES AND CUSTOMER SERVICE OUTCOMES

Abstract

According to organizational support theory, employees develop global beliefs regarding the degree to which their organization cares for their personal well-being and values their contributions toward goals and objectives. As a result, due to the norm of reciprocity, this perceived organizational support leads employees to feel an obligation to exhibit attitudes and behaviors that will benefit the organization. The following study explored the mediating effect of perceived organizational support on the relationship between three known antecedents (procedural fairness, perceived supervisor support, and organizational rewards) and employee attitudes; and the effect of employee attitudes on service performance. Results are consistent with organizational support theory in that favorable perceptions of perceived organizational support lead employees to exhibit favorable attitudes and behaviors such as commitment to the organization and organizational citizenship behaviors. Contrary to previous research, organizational rewards were not found to significantly predict perceived organizational support. The present study has contributed to organizational support theory by utilizing a matched sample design which allowed examination of relationships at the individual level.