Handbook of Employee Commitment
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Handbook of Employee Commitment

Edited by John P. Meyer

A high level of employee commitment holds particular value for organizations owing to its impact on organizational effectiveness and employee well-being. This Handbook provides an up-to-date review of theory and research pertaining to employee commitment in the workplace, outlining its value for both employers and employees and identifying key factors in its development, maintenance or decline. Including chapters from leading theorists and researchers from around the world, this Handbook presents cumulated and cutting-edge research exploring what commitment is, the different forms it can take, and how it is distinct from related concepts such as employee engagement, work motivation, embeddedness, the psychological contract, and organizational identification.
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Chapter 24: Perceived organizational support

Florence Stinglhamber, Gaëtane Caesens, Laura Clark and Robert Eisenberger


Perceived organizational support (POS) is defined as employees’ beliefs concerning the extent to which their organization values their contributions and cares about their well-being. A considerable body of evidence indicates that the more employees experience a high POS, the more they are likely to develop commitment toward their organization. Particularly, POS is the strongest driver of affective organizational commitment. The objective of this chapter is fourfold. First, the authors review the literature linking POS to the three dimensions of organizational commitment delineated by Meyer and Allen (1991) and detail the mechanisms underlying these relationships. Second, they extend their review to other sources of perceived support and other foci of commitment. Third, they consider new suggestions for future research on support and commitment. Finally, they conclude with a discussion of practical implications of support_commitment relationships. Reference: Meyer, J.P. and Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61_89.

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