Abstract
This chapter argues that an employee’s perception of the level of organisational support given to them, will be a significant determinant of their willingness to reciprocate and engage in discretionary extra-role behaviour to assist the organisation to reach its objectives. The perception of organisational support is likely to be developed by an employee from the way that they see the relational aspects of their implicit employment relationship with the organisation and how they see the organisation acknowledging their contribution and showing care and concern for their well-being.
| Original language | English |
|---|---|
| Title of host publication | Engagement & change |
| Subtitle of host publication | exploring management, economic and finance implications of a globalising environment |
| Place of Publication | Brisbane, QLD, Australia |
| Publisher | Australian Academic Press |
| Pages | 237-249 |
| Number of pages | 13 |
| Edition | 1 |
| ISBN (Print) | 9781875378883 |
| Publication status | Published - Oct 2007 |
Fingerprint Dive into the research topics of 'The Importance of Perceived Organisational Support in Encouraging Positive Employee Discretionary extra-role Behaviour'. Together they form a unique fingerprint.
Cite this
Sharkie, R. (2007). The Importance of Perceived Organisational Support in Encouraging Positive Employee Discretionary extra-role Behaviour. In Engagement & change: exploring management, economic and finance implications of a globalising environment (1 ed., pp. 237-249). [21] Australian Academic Press.