• Wayne A Hochwarter, L A Witt, Darren C Treadway, and Gerald R Ferris.
• Department of Management, Florida State University, Tallahassee, 32306-1110, USA. whochwar@cob.fsu.edu
• J Appl Psychol. 2006 Mar 1; 91 (2): 482-9.

AbstractThe present study examined the moderating effect of perceived organizational support (POS) on the relationship between social skill and supervisor-rated job performance. On the basis of regulatory and activation models of behavior, the authors argue that low-POS environments activate social skill because they reflect situations in which interpersonal acuity is required to demonstrate effective job performance. Accordingly, the authors hypothesize that social skill is more strongly related to performance among workers reporting low rather than high levels of organizational support. Results of hierarchical moderated multiple regression analyses on data gathered from 2 samples support the hypothesis. These results suggest that the relevance of social skill to job performance may be dependent on contextual cues. Implications for substantive research, strengths and limitations, and directions for future research are offered.

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