Perceived organizational support: overcoming work group deviance
Date
2005
Authors
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Publisher
University of Delaware
Abstract
Previous research has shown that when employees' coworkers increasingly participate in actions harmful to the organization's productivity (workplace deviance), individual employees are more likely to engage in deviant behavior (Blau, 1995; Robinson & O'Leary-Kelly. 1998). In the current studies, I examined how this relationship was influenced by perceived organizational support (POS). I examined tardiness among 23 work groups in a manufacturing organization (Study 1) and supervisor-rated production deviance among 94 work groups in a retail sales organization (Study 2). In Study 1, employees with low POS, but not high POS, showed an incremental relationship between their work group's tardiness and their own tardiness. In Study 2, individuals with high POS showed a reduced relationship between work group production deviance and individual production deviance.