• Robert Eisenberger, Thomas Rockstuhl, Mindy K Shoss, Xueqi Wen, and James Dulebohn.
• Department of Psychology.
• J Appl Psychol. 2019 Aug 1; 104 (8): 1036-1057.

AbstractThere is controversy concerning whether, in recent years, organizational failures to act benevolently toward employees have lessened employees' social-exchange relationship (SER) with their work organization or whether, on the contrary, organizations' more favorable treatment of employees has strengthened the SER. With samples of U.S. employees, we examined changes over the past 3 decades in three key elements of the SER: perceived organizational support (POS: 317 samples, including 121,469 individuals), leader-member exchange (LMX: 191 samples, including 216,975 individuals), and affective organizational commitment (383 samples, including 116,766 individuals). We considered both how the average levels changed over time and how the associations of these 3 elements with the antecedents of procedural and distributive justice and the consequences of in-role and extra-role performance have changed. We found that the average levels of indicators of the SER have remained steady except for an increase in POS. LMX and affective commitment show levels near neutral, and POS has increased to only a moderately positive level. In contrast, the relationships between these elements with distributive and procedural justice and extra-role performance remain substantial. These findings suggest that employees on average do not currently have strong exchange relationships with their work organization but remain ready to more fully engage based on perceived voluntary favorable treatment by the work organization and its representatives. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

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