The Role of Perceived Organizational Support and Supportive Human Resource Practices on Hourly (Non-Exempt) Retail Hr Employee Satisfaction and Loyalty.

Topics: Human resource management, Organizational studies and human resource management, Human resources Pages: 5 (1360 words) Published: November 2, 2008
Employees develop a general perception concerning the extent to which the organization values their contributions and cares about their well-being. Employees would view the treatment received from their organization as an indication that it favors or disfavors them (Stinglhamber, Vandenberghe). The role of Perceived Organizational Support and Supportive Human Resource Practices of hourly (non-exempt) retail HR employees may be related to low employee satisfaction and loyalty. The inferences of this study for HR practice leaders and their organizations are significant because a lack of perceived organizational support, may lead to poor employee satisfaction and loyalty, thereby adding costly affects of negative employee morale and turnover. Employee turnover represents a practical problem to an organization in terms of loss of talent and additional recruitment and training cost. Only a few studies have explored the effects on intention to leave (i.e. Daily & Kirk 1992) . Therefore, the underlying process through with organizational perception leads to employee turnover remain largely unknown. I am not going to consider gender, age or race in this study. I am not going to consider individual employee titles. I am not going to study samples of over 60 people. I am not going to divide HR non-exempt employees by individual HR departments. Definition of terms

1.Perceived organizational support (POS)-employee perceptions in relation to organization. 2.Employee loyalty- trust and intent to maintain employment with the employer/organization 3.Valence- the emotional orientations people hold with respect to outcomes (rewards) 4.Expectancy- Employees have different levels of expectations and levels of confidence about what they are capable of doing. 5.Instrumentality-A person’s belief that a particular outcome is contingent on accomplishing a specific level of performance.


With the general knowledge of the importance of employees to an organization, it is understandable how employee perception cannot be overlooked. The role of hourly non-exempt HR employees is vital to the HR department’s success. Therefore sustaining a positive POS is essential for the HR Organization. Victor Vroom’s Expectancy Theory deals with motivation and management. Vroom’s Expectancy Theory is based upon Valence, Expectancy and Instrumentality. (Kreitner) According to Vroom, management must discover employees’ values, training needs, supervision, and ensure promises of rewards are kept. These things will all lead to employee satisfaction and loyalty. In evaluating the Social Exchange Theory, which states that relationships have give and take, although the balance of this exchange is not always equal. The Social Exchange theory explains how we feel about a relationship with another person as depending on our perceptions of: a)The balance between what we put into the relationship and what we get out of it. b)The kind of relationship we deserve. c) The chances of having a better relationship with someone else. The Role of Perceived Organizational Support and Supportive Human Resource Practices should create feelings of loyalty to support organizational goals. HR Practices are important for the development of a POS. An HR Organization that listens, rewards and promotes its employees recognizes the employee’s contributions and imply continuous encouragement and support for the organization. A company with strong customer satisfaction and loyalty can survive and prosper even when faced with a tough economy or an unforeseen disaster. The salient example: Southwest Airlines, which consistently ranks first among airlines in customer satisfaction. Following the September 11 terrorist attacks, which pushed many airline companies to the brink of demise, Southwest actually managed to post a profit in the fourth quarter of 2001, and was confident enough about the future to add new routes. (Kiger)


References: Andrews, M. C., & Kacmar, K. M. (2001). Discriminating among organizational politics, justice, and support.
Aselage, J., & Eisenberger, R
Shaver, J.M. (2005) Testing for Mediating Variables in Management Research: Concerns, Implications, and Alternative Strategies
Shore, Allen D
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