Perceived organizational support and leader-member exchange: a social exchange perspective

Article Abstract:

Employees develop exchange relationships both with organizations and immediate superiors, as evidenced by research on perceived organizational support (POS) and leader-member exchange (LMX), respectively. Despite conceptual similarities between these two constructs, theoretical development and research has proceeded independently. In an attempt to integrate these literatures, we developed and tested a model of the antecedents and consequences of POS and LMX, based on social exchange theory. Results indicated that POS and LMX have unique antecedents and are differentially related to outcome variables, providing support for the importance of both types of exchanges. (Reprinted by permission of the publisher.)

Analysis, Corporate culture, Interpersonal relations, Leadership, Social exchange

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Effects of impression management on performance ratings: a longitudinal study

Article Abstract:

We tested a model proposing that subordinates' impression management behavior influences performance ratings through supervisors' liking of and perceived similarity to subordinates. We measured impression management behavior, liking, and similarity six weeks after the establishment of supervisor-subordinate dyads and measured performance ratings after six months. Results indicated support for the overall model and several specified relationships. Additionally, impression management behavior had a significant, indirect impact on performance ratings. Implications of the results for research on impression management and performance appraisal are discussed. (Reprinted by permission of the publisher.)

Research, Employee performance appraisals, Performance appraisals, Impression formation (Psychology)

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An investigation of positive-findings bias in evaluation of organization development interventions

Article Abstract:

A study of the 60 most recently published reports on organizational development (OD) interventions, conducted to determine whether a lack of methodological rigor could be correlated with the studies' strong positive findings, found no such correlation. However, some correlation was found in the subcategory of process OD interventions, which are those focusing on attitudes, as well as decision-making and problem-solving skills.

Methods, Evaluation, Management research, Organizational research

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