Perceived organizational support: the interactive role of coworkers’ perceptions and employees’ voice

Purpose – The purpose of the present study is to investigate whether a focal employee’s perceptions of organizational support (POS) is shaped by the social context and, more specifically, by his/her coworkers’ POS. We further aim to identify conditions under which coworkers’ POS may have more influence or, on the contrary, less or even no influence. Design/methodology/approach – Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors. Findings – Coworkers’ levels of POS are positively related to the focal employee’s POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers’ POS is strengthened when the focal employee experiences low voice in the workplace. Research implications – Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially-constructed process and not only on an individual-level psychological process. Practical implications – Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change. Originality/value – Building on a few recent studies suggesting that the social context may influence employees’ perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice