|Original language||English (US)|
|Title of host publication||The International Encyclopedia of Interpersonal Communication|
|Editors||Charles R Berger, Michael E Roloff|
|Number of pages||10|
|State||Published - 2016|
Employees who perceive themselves and their work contributions as valued, supported, and cared about by the organizations they work for are empowered with perceived organizational support. Scholars have recognized that employees vary with levels of perceived organizational support, with higher levels linked to more job satisfaction, commitment, performance quality, and well-being, and lower levels with burnout and intentions to quit. Because this global belief of perceived organizational support arises from interacting with others, organizational communication and perceived organizational support are inherently linked. Functioning as both a social exchange with employees and a resource to replenish those diminished by or related to work, perceived organizational support also improves leader–member exchange and cultivates improved perceptions of organizational justice.