SOURCES OF PERCEIVED ORGANIZATIONAL SUPPORT - GOAL-SETTING AND FEEDBACK

In this paper we examine goal setting and feedback as possible sources of perceived organizational support (Eisenberger, Huntington, Hutchis on, & Sowa, 1986). Surveys were administered to 337 employees from 3 d ifferent organizations in the southern California area. Two path model s were examined: one that allowed goal setting and feedback to have di rect effects on perceived support and organizational commitment, and o ne that only allowed goal setting and feedback to have direct effects on perceived support. Results show that goal setting and feedback do n ot have direct effects on organizational commitment but, rather, affec t commitment indirectly by way of their effects on employee perception s of support from the organization.