MGHB02H3 Chapter Notes - Chapter 3.8-3.9: Perceived Organizational Support, Signalling Theory, Organizational Commitment
3.8 Define trust perceptions and perceived organizational support, and describe organizational support
theory
Trust perceptions: how much employees trust their employers is based on perception of their ability,
benevolence and integrity and fairness (related to job satisfaction, organizational commitment, job
performance, organizational citizenship behaviour (OCB) and less turnover)
• Trust Model: respect, credibility, fairness, camaraderie, pride
Perceived organizational support: employee belief that their organization cares about them (trust the
organization will help them do their job well and manage stress)
• Can be increased by HR investments into employees and recognizing employee contributions
Organizational support theory: High levels of perceived organizational support will result in employees
feelig ore iested i the orgaizatio’s elleig ad its ojeties ill ork harder
• Higher job performance, job satisfaction, commitment, less likely to quit or be absent or suffer
from fatigue, burnout, anxiety
3.9 Discuss person perception and perceptual biases in human resources
Job applicant/employee perception of the company (and how the applicant/employee are perceived by
the organization) happen in three main places; recruitment, interviews and performance appraisals;
affects how likely they will stay in the selection process/job
Recruitment and selection
• Signalling theory: employees use the selection process to gain cues about the organization and
the work environment
o Questions on race can make the organization seem discriminatory
o Organizational justice theory: how fair does the selection process seem
Employment interview
• Applicants try to provide the most favourable impression
• Interviewers compare applicants to the stereotype of the ideal applicant (possible preference in
white males)
o There will be a primacy effect on applicants (first impression) even from just the resume
(name)
• Interviewers tend to pick up on negatives more than positives during interviews (candidates are
expected to say good things so if one says something wrong, it will be particularly apparent)
• Contrast effect: currently interviewed applicants are compared to previously interviewed
applicants (effect of situation on perception)
• Structured interviews are better than unstructured interviews as they are more standard, job
specific, consistent, and limits rapport building between interviewer and applicant
Performance appraisal
• Objective measures: quantifiable evidence of good or bad performance (harder to do the higher
you move up and can be affected by situational factors)
• Subjective measures: managers observe employees (problems when the employee cannot be
consistently monitored)
• Perceptual biases/rater errors:
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