Perceived Organizational Support

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Table of Contents

Introduction
Discussion
Conclusion
Reference List

Introduction

There has been a rise in concern with the factors that affect the degree to which an employee dedicates himself to an organization. The common reference to employment as the trade of effort and devotion for physical rewards suggests the importance of coming up with a comprehensive social exchange explanation of organizational commitment (Eisenberger et al, 1986, p. 1). Therefore, to create a stronger employee-employer bond where the employee feels valued, an organization needs to adopt a Perceived Organizational Support (POS). By definition, POS is the scale to which employees believe the organization holds their contributions significant and is concerned about their well-being. Generally, POS is considered an organization’s reciprocity measure toward its workforce as they tend to perform better to repay the POS.

Discussion

One key aspect of organizational commitment stresses the economic and social costs of leaving a current employer, employees may think that particular expertise acquired from their current employee may not be valued elsewhere, or that recurrent job shifts may damage an individual’s repute for stability and devotion. Therefore, when staff layoff becomes inevitable, the organization must strive to show its support to the survivors and victims throughout the process. The study of how persons act in response to layoffs should typically begin after the actual layoff, but this is not possible as legislation in countries such as the US requires that employees be informed of an impending layoff 60 days in advance (Naumann et al, 1998, p. 357). As a result, persons notified of their layoffs will remain underemployment for a considerable amount of time- and are expected to perform their duties. The organization must employ a POS so that the workers do not feel unwanted or unappreciated and prove to them that the layoff is a standard procedure.

For the case at hand, there are different forms of support that the organization could offer to the employees, both the victims and survivors of the layoff. First, as said earlier, the workers can be notified of the layoff some few months earlier so they can start making the necessary arrangements, for example, looking for an alternative job or engaging in business ventures. However, job performance and loyalty to the organization are likely to fall after the workers are informed of the impending layoff, or the workers may simply sabotage their duties leading to a decline in productivity, the survivors may have to compensate for this and even work longer hours to maintain the same productivity.

Early notification of a layoff gives ample time for the survivors to restructure how they will be working, in the case of automation of services, it gives them time to familiarize themselves with the new system.

Another form of support the organization could offer the employees who have been laid off is to exhibit fairness in the layoff procedure. A study by Bies, Martin, and Brockner (1993) shows that the level of fairness in the layoff procedure affects the reaction to the news of the forthcoming job loss. In addition, the study found out that workers who felt that the layoff procedure was taken fairly exhibited less negative reaction (Naumann et al, 1998, p. 357). Thus the practice of justice or impartiality in the layoff process by the management can reduce negative reactions such as sabotage, go-slows, and absconding of duty, among others.

The findings by Bies et al are further corroborated by Naumann, Bennet, Bies, and Martin who came up with interesting recommendations on the practice of POS. Apart from reducing negative responses among layoff victims, an impartial layoff process leads to a higher show of organizational citizenship behavior (OCB) by victims for the remaining duration on their job (Naumann et al, 1998, p. 364). This effectively leads to an increase in business performance.

A final form of support that the organization can apply is by continually showing appreciation or value to the workers’ efforts. The study by Naumann et al showed that managers who had set up a history of organizational support by giving the workers the feeling that their input to the company is valued and communicating to the workers that the firm is committed to them will, in turn, be reciprocated by the employees (Naumann et al, 1998, p. 365). This should be part of the organization’s culture and not just as a result of an impending layoff.

When an organization has a history of showing value to its employees’ efforts, a layoff process does not lead to a decrease in productivity and the survivors even sacrifice to work extra hours if need be. Besides, the employees who have been laid off still maintain their loyalty to the company and can be recalled in case the organization needs more staff. This goes a great deal in saving the company on the training of new staff.

Conclusion

If an organization displays a POS during the layoff, the survivors will feel more confident as they know that the company values their services while a lack of it may lower the staff morale, reduce productivity, and even resignations.

Reference List

Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 1986, Vol. 71, No. 3, 500-507.

Naumann, S. E., Bennett, N., Bies, R. J., & Martin, C. L. (1998). Laid Off, but Still Loyal: the Influence of Perceived Justice and Organizational Support. The International Journal of Conflict Management, Vol. 9, No. 4, 356-368.

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Perceived Organizational Support

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