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

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

Research output: Contribution to journalArticlepeer-review

21 Scopus citations

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 employee investment is low. When employee investment is high, POS has a weaker effect on OID regardless of employees’ exchange ideology. These effectswere empirically supported by a survey. Theoretical and practical implications are also discussed.

Original languageEnglish (US)
Pages (from-to)2772-2795
Number of pages24
JournalInternational Journal of Human Resource Management
Volume25
Issue number20
DOIs
StatePublished - Apr 24 2014

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

Fingerprint Dive into the research topics of 'Perceived organizational support and organizational identification: Joint moderating effects of employee exchange ideology and employee investment'. Together they form a unique fingerprint.

Cite this