Pay contingency and the effects of perceived organizational and supervisor support on performance and commitment

Research output: Contribution to journalArticlepeer-review

Abstract

Applying a social exchange perspective, three studies examine how the effects of perceived organizational support (POS) and perceived supervisor support (PSS) on performance and commitment are constrained by pay contingency. Study 1 shows a negative interaction between POS and pay contingency and a positive interaction between PSS and pay contingency in their effects on performance and nonsignificant interactions regarding commitment. In Studies 2 and 3, which were conducted in high pay contingency field settings, performance was affected by PSS but not by POS, whereas commitment was affected by POS but not by PSS. Implications of these moderation effects are discussed.

Original languageEnglish
Pages (from-to)1007-1025
Number of pages19
JournalJournal of Management
Volume35
Issue number4
DOIs
StatePublished - Jul 2009

Keywords

  • Commitment
  • Pay contingency
  • Perceived organizational support
  • Perceived supervisor support
  • Performance
  • Social exchange

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