MGT 291C-B
MGT 291C-B
• Researching “value”
• Researching empowerment
• Connecting value to
empowerment and
empowerment to
commitment
‘Perceived Organizational
Support and Employee
Diligence, Commitment, and
Innovation’
~The Journal of Applied Psychology
by Robert Eisenberg, Peter Fasolo,
and Valerie Davis-LaMastro
• Employees (or members of an organization)
tend to form “general perception concerning
the extent to which the organization values
their contributions and cares about their wellbeing”.
• Actual vs. Perceived Value

‘Perceived Organizational Support and Employee Diligence,
Commitment, and Innovation’
›

From The Journal of Applied Psychology by Robert Eisenberg et al.
Research broken down to two studies:
› Relationship of perceived support with employee absenteeism
and performance
› Relationship between perceived support and employee
innovation, affective attachment, and performance-reward
expectancies.

‘Perceived Organizational Support and Employee Diligence,
Commitment, and Innovation’
›

From The Journal of Applied Psychology by Robert Eisenberg et al.
Results:
›
“A highly consistent positive relationship of perceived support with employee
attendance and job performance”
›
Perceived low support averaged twice as many periods absent than perceived
high support
›
Positively supported perceived support’s relation to innovation, affective
attachment
›
Two kinds of performance-reward expectancies related to:


Pay and promotion
Approval, recognition, and influence
•
The more valued individuals in a student
organization feel, the more committed they are.
•
Professional student organizations have more
committed members than social organizations.
•
Data Collection
•
Analysis
Online survey
•
Participants affiliated to:
1.
2.
3.
4.
5.
•
Athletic
Greek
Professional
Social
Service-oriented
129 responses
Survey
•
General Demographic Questions
•
Statements about:
1. Reason for joining organization
2. Commitment
3. Perception of value
•
•
Correlation between each individual’s
commitment level and their perceived level of
value
Gauged from questions participants answered
about their own level of commitment
•
•
•
Average perceived value: 3.30
Average commitment: 4.08
Average disparity: 0.78
Correlation coefficient: 0.58
Gender as Variable
Gender
Commitment Perception of
Value
Average
Disparity
Female
4.12
3.33
0.79
Male
4.11
3.23
0.88
Length of Involvement as Variable
Length of
Commitment
Involvement
Average
Perception of
Value Average
Disparity
1 yr
4.30
3.16
1.14
2 yrs
4.51
3.24
1.27
3 yrs
4.36
3.73
0.63
4 yrs
4.50
4.59
-0.09
Organization Type as Variable
Type
Commitment
Average
Perception of
Value Average
Disparity
Professional
4.16
3.35
0.81
Social
4.09
3.28
0.81
• Positive and strong correlation between levels of
perceived value and levels of commitment
• Correlation coefficient: 0.58
• Additional Analyses
•
Gender: not strong predictor
•
Length of Involvement: potential predictor
•
Type of Organization: not strong predictor
•
Restructure reward systems to increase
member’s perceived value
•
Target members and value them in a way they
feel valued
Solutions to increase members’ level of perceived value:
•
Delegate more important tasks  more responsibility and trust
•
Give public recognition  feel work is valued
•
Involve in strong collaboration efforts  opinion matters
Responsibility + Trust + Valued Work + Opinion =
Increase Perceived Value
• Data Pool
• Survey Questions
•
Demographic representation
•
•
•
•
unequal amount of responses from professional vs. social
organizations
Lack of male involvement
Majority: sophomores and juniors
Dirty/ Incomplete Data
•
•
•
Blank textbox questions
Un-ranked statements
Un-uniform reponses
• Focus on specific organizations
• Survey members and their respective leaders
Girls had higher level of perceived value
1. Additional reward
2. Encouragement through
cheering
Girls stayed committed to activity
Questions?