ABSTRACT

Drawing on social exchange theory, this study investigates the mechanism of felt obligation underpinning the link between three key forms of perceived support (organization, supervisor, and team) and three key frontline employee work outcomes. The study also examines felt obligation - employee work outcomes relationships under the boundary condition of perceived fairness in reward allocation to explore if felt obligation preserves employee support despite unfair outcomes. Data obtained from 347 frontline employees in a call center organization largely support our hypotheses. Our findings demonstrate that perceived supervisor and team support exert a greater influence on felt obligation than the commonly investigated perceived organizational support. Our findings underscore the importance of felt obligation as an influential social exchange force that stimulates affective commitment and reduces turnover intentions of employees even under conditions when fairness in reward allocation is perceived to be lower. Felt obligation also influences service recovery performance positively.

摘要

本研究借鉴社会交换理论，探讨了支持感知支持的三种关键形式（组织、主管和团队）与三个关键一线员工工作成果之间联系的感觉义务机制。该研究还检查了在奖励分配中感知公平的边界条件下的感觉义务 - 员工工作成果关系，以探索尽管产生不公平的结果，但感觉义务是否保留了员工的支持。从呼叫中心组织的 347 名一线员工获得的数据在很大程度上支持了我们的假设。我们的研究结果表明，感知的主管和团队支持比通常调查的感知组织支持对感知义务的影响更大。我们的研究结果强调了感觉义务作为一种有影响力的社会交换力量的重要性，即使在奖励分配的公平性被认为较低的情况下，它也会刺激情感承诺并降低员工的离职意愿。感觉义务也对服务恢复绩效产生积极影响。