The study reported in this article is based on portions of a master's thesis by the second author under the supervision of the first author. The authors would like to thank an anonymous reviewer for comments that led to a major revision of this paper.
Sources of Perceived Organizational Support: Goal Setting and Feedback1
Version of Record online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 26, Issue 15, pages 1351–1366, August 1996
How to Cite
Hutchison, S. and Garstka, M. L. (1996), Sources of Perceived Organizational Support: Goal Setting and Feedback. Journal of Applied Social Psychology, 26: 1351–1366. doi: 10.1111/j.1559-1816.1996.tb00075.x
- Issue online: 31 JUL 2006
- Version of Record online: 31 JUL 2006
In this paper we examine goal setting and feedback as possible sources of perceived organizational support (Eisenberger, Huntington, Hutchison, & Sowa, 1986). Surveys were administered to 337 employees from 3 different organizations in the southern California area. Two path models were examined: one that allowed goal setting and feedback to have direct effects on perceived support and organizational commitment, and one that only allowed goal setting and feedback to have direct effects on perceived support. Results show that goal setting and feedback do not have direct effects on organizational commitment but, rather, affect commitment indirectly by way of their effects on employee perceptions of support from the organization.