Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator

• Published in: European management journal Vol. 32; no. 3; pp. 406 - 412
• Main Authors: Shen, Yimo, Jackson, Todd, Ding, Cody, Yuan, Denghua, Zhao, Lei, Dou, Yunlai, Zhang, Qinglin
• Format: Journal Article
• Language: English
• Published: Oxford Elsevier Ltd 01-06-2014; Elsevier Science Ltd
• Subjects: China; Employee attitude; Employee management relations; Employee turnover; Employees; Labour turnover; Management theory; Mediating effect; Organizational behavior; Organizational behaviour; Organizational identification; Perceived organizational support; Perceptions; Studies; Work place; China; Perceived organizational support; Organizational identification; Mediating effect
• ISSN: 0263-2373; 1873-5681
• DOI: 10.1016/j.emj.2013.08.004

•The POS-outcomes relations are mediated by organizational identification.•We explored the POS-outcomes relations by using Chinese samples, rather than western samples.
Perceived organizational support (POS) is viewed as an important explanatory framework for understanding the relationship between employees and the workplace, and is regarded by some researchers as central in understanding job-related attitudes and behaviors of employees. However, less research has taken into account the role of organizational identification, which reflects how individuals define the self with respect to their organization, as a potential influence on such relationships. Drawing on a cross-organizational sample of 238 subordinate-supervisor dyads from the People’s Republic of China, we examined whether organizational identification mediates the effect of perceived organizational support (POS) on work outcomes including turnover intentions, work performance, and organizational citizenship behavior (OCB). Results from the current study showed that organizational identification fully mediates the relation of POS to OCB-directed to individuals, and partially mediates relations between POS and other work outcomes (turnover intention, work performance, OCB-directed to organization). Implications for management theory and practice are discussed.