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?