Linda Rhoades's research while affiliated with University of Delaware and other places

Publications (10)

Article
The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organ...
Article
The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organ...
Article
Full-text available
Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established...
Article
Three studies examined the interrelationships among work experiences, perceived organizational support (POS), affective commitment (AC), and employee turnover. Using a diverse sample of 367 employees drawn from a variety of organizations, Study 1 found that POS mediated positive associations of organizational rewards, procedural justice, and superv...
Article
The authors examined 2 ways reward might increase creativity. First, reward contingent on creativity might increase extrinsic motivation. Studies 1 and 2 found that repeatedly giving preadolescent students reward for creative performance in 1 task increased their creativity in subsequent tasks. Study 3 reported that reward promised for creativity i...
Article
The authors examined 2 ways reward might increase creativity. First, reward contingent on creativity might increase extrinsic motivation. Studies 1 and 2 found that repeatedly giving preadolescent students reward for creative performance in 1 task increased their creativity in subsequent tasks. Study 3 reported that reward promised for creativity i...
Article
We reviewed over 70 studies concerning employees' general belief that their workorganization values their contribution and cares about their well-being (perceivedorganizational support or POS). A meta-analysis indicated that three major categories of beneficial treatment received by employees (fairness, favorable organizational rewards and job cond...
Article
Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare...
Article
Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare...
Article
Full-text available
Laboratory and field studies examined the relationships of reward for high performance with perceived self-determination and intrinsic motivation. Study 1 found that pay for meeting a performance standard had positive effects on college students' perceived self-determination and competence, expressed task enjoyment, and free time spent performing t...

Citations

... Perceived organizational support refers to the assurance that the organization's help will be available when necessary to carry out its work effectively and to cope with difficult situations (Rhoades & Eisenberger, 2002); it is employees' perception that the organization cares about their well-being and values their contributions, and is able to consider that the perceived organizational support is capable of influencing the employees' attitudes and the results of their labour (Alnaimi & Rjoub, 2019). ...
... On the other hand, task-persistence can lead to creativity by examining one perspective in depth and focusing on the details (101). This second route has been connected to continued effort and spending a longer time on divergent thinking tasks (102)(103)(104). While decreased attention presumably leads to more distractions by irrelevant stimuli in the environment due to deficient latent inhibition (57), individuals with symptoms of hyperactivity/impulsivity hypothetically do not reap the benefits of these distractions that can lead to more original responses because their hyperactivity/impulsivity lowers time on task (101). ...
... Different aspects influence employees' organizational commitment, such as job satisfaction (Aydogdu & Asikgil, 2011), culture of ethics in an organization (Farhan, 2021), leadership style of managers (Tohidian & Rahimian, 2019), occupational health and safety (Amponsah Tawiak et al., 2016;Suárez et al., 2021;Thirapatsakun et al., 2015), or organizational support (Behson, 2005;Eisenberger et al., 2001;Timms et al., 2015). ...
... Internationally and in Sweden, the trend towards individualized performance-based pay setting at the employee level has been motivated by the assumption that compensation based on performance can increase employees' willingness to perform and may act both as a carrot for employees' willingness to remain in the organization and as an instrument facilitating the recruitment of new, competent staff members (Gerhart & Fang, 2014;Shaw & Gupta, 2015). In addition, individualized performance-based pay setting has also been assumed, unlike when pay is based on seniority, to lead to employees becoming more clearly rewarded by their own contributions based on measurable and objective parameters (Malmrud et al., 2020), which, together with greater opportunity to influence one's salary development by doing a good job (Eisenberger et al., 1999), is assumed to potentially result in increased experiences of fairness (Stråberg, 2010). ...
... Several studies on engagement support such a rationale. Eisenberger et al. (2001) demonstrated that the relationship that an individual has with his or her leader is the single most important contributor to feelings of employee engagement. Framing this finding using the JD-R model, it may be explicated by referring to managers' EI as a job resource for their subordinates, which buffers undesired job demands. ...
... The notion of the correlation among the cognitive process and social exchange behavior is known as social exchange theory (SET). As per this theory workers behavior is guided by certain interactions that provide a compensation (Homans, 1958).Employees contribute their AC to the organization in exchange as per this approach (Rhoades, 2001). SET is the foundation for understanding the interconnection between TL and AC (Leroy, 2012). ...
... These findings contribute to a developing but mixed literature on the effects of competition on individual creative output: economists argue that competition can motivate the kind of risk taking that is characteristic of inventive activity (Cabral, 2003;Anderson & Cabral, 2007), yet many psychologists argue that high-powered incentives and other extrinsic pressures stifle creativity by crowding out intrinsic motivation (see Hennessey & Amabile, 2010, for a review) or by causing agents to choke (Ariely et al., 2009). Lab-based studies are as mixed as the theory (Eisenberger & Rhoades, 2001;Ederer & Manso, 2013;Erat & Gneezy, 2016;Charness & Grieco, 2018;Bradler, Neckermann, & Warnke, 2019), in part due to differences in measurement and experimental design. Missing from this literature is the added nuance that competition is not strictly a binary condition but rather can vary in intensity across treatments-and as this paper shows, the effects hinge crucially on the intensity of competition, as well as the existence of an outside option. ...
... According to Eisenberger et al. (2002), supervisors contribute reduce turnover and increase talent retention. Azanza et al. (2013) point out that the effect of supervisor support on job satisfaction is important as long as the leadership is authentic. ...
... Additionally, 13 bank interviewees at the India site of the current study revealed another contrasting situation to that of the U.K. site with regard to organizational support i.e., management's reluctance to address their employees' complaints. Rhoades and Eisenberger (2002) pointed that, out of the 8 recommended items to measure the level of organizational support on the perceived organizational support scale, one of them is the organization's acknowledgement of employees' complaints, suggestive of an important factor perceived by employees in terms of organization support. Pradhan & Tomar (2013) also reported in their study with India bank employees (n=60) a lack of communication with managerial heads and inadequate management support being a potential reason for employees to be feeling highly stressed. ...