Browsing by Author "Joiner, Laura C."
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Item Crediting the Organization for Coworkers' Supportive Behavior: The Roles of Perceived Organizational Support and Coworkers' Organizational Embodiment(2016-05) Joiner, Laura C.; Eisenberger, Robert; Witt, L. Alan; Zagenczyk, ThomasOrganizational support theory suggests that favorable treatment from members of the organization contributes to employees’ perceived organizational support (POS). However, research on POS has mainly considered the roles managers and supervisors play in its formation, paying less regard to coworkers. The current study tested a model that gives greater consideration to coworkers as contributors to development of POS. A new construct termed coworkers’ organizational embodiment (COE) was proposed to describe the extent to which employees believed their coworkers represented the organization and shared its identity. Consistent with organizational support theory and research on organizational embodiment, results indicated that supportive treatment from coworkers influenced employee POS, mostly when COE was high. These effects carried over employees’ affective organizational commitment but not their extra-role performance. It was also found that coworkers’ informal organizational status and expressed favorable attitudes regarding the organization were positively related to COE.Item Customer Service Orientation and Service Behavior(2016-12) Joiner, Laura C.; Witt, L. Alan; Campion, James E.; Foss, Donald J.; Callison, KoriOrganizations that demonstrate concern for customers and are effective in meeting their needs promote greater loyalty from both internal and external constituents. I proposed and tested a psychological process in which perceptions of organizational support (POS) affects employee extra-role behavior through perceptions of the organization’s customer centricity. I also assessed goal alignment (i.e., goal priority congruence) as a boundary condition of this model, where the proposed effects were expected to mostly hold among employees experiencing low goal congruence with members of their work units (i.e., peers and supervisors). Testing a conditional mediation model, my hypotheses were mostly supported. POS predicted perceived customer service orientation, which in turn predicted extra-role behavior. While the effect of POS on extra-role behavior was expected to be both direct and indirect, study results indicated that the relationship only occurred through perceived customer service orientation. Goal congruence moderated all of the significant direct and indirect effects, such that they were stronger and in some cases only significant when employee goals were less aligned with the goals of work unit colleagues and supervisors. These results highlight how an organization’s position regarding internal and external customers can play a significant role in promoting employee effectiveness, particularly for employees experiencing low goal congruence with their work units.