Year: 2015 | Month: December | Volume 3 | Issue 2
Impact of perceived organisational support on job satisfaction – a study report
Abstract:
Perceived Organizational Support (POS) is the degree to which employees believe that their organization values their contributions and cares about their well-being (Eisenberger, Huntington, Huntington, & Sowa, 1986; Rhoades & Eisenberger, 2002). Perceived Organisational support would be influenced by various aspects of an employee’s treatment by the organization and would in turn, influence the employee’s interpretation of organizational motives underlying that treatment. Organizational support theory (OST: Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Rhoades & Eisenberger, 2002; Shore & Shore, 1995) holds that in order to meet socioemotional needs and to assess the benefits of increased work effort, employees form a general perception concerning the extent to which the organization values their contributions and cares about their well-being. Such perceived organizational support (POS) would increase employees’ felt obligation to help the organization reach its objectives, their affective commitment to the organization, and their expectation that improved performance would be rewarded. Job satisfaction is simply how content an individual is with his or her job. In other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Job satisfaction is the level of contentment a person feels regarding his or her job.
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