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Pay Contingency and the Effects of Perceived Organizational and Supervisor Support on Performance and Commitment

Leon Recanati Graduate School of Business Administration, Tel Aviv University, Tel Aviv, 69978, Israel, asyap{at}post.tau.ac.il

Yoav Ganzach

Leon Recanati Graduate School of Business Administration, Tel Aviv University, Tel Aviv, 69978, Israel

Applying a social exchange perspective, three studies examine how the effects of perceived organizational support (POS) and perceived supervisor support (PSS) on performance and commitment are constrained by pay contingency. Study 1 shows a negative interaction between POS and pay contingency and a positive interaction between PSS and pay contingency in their effects on performance and nonsignificant interactions regarding commitment. In Studies 2 and 3, which were conducted in high pay contingency field settings, performance was affected by PSS but not by POS, whereas commitment was affected by POS but not by PSS. Implications of these moderation effects are discussed.

Key Words: perceived organizational support • pay contingency • perceived supervisor support • performance • commitment • social exchange

This version was published on August 1, 2009

Journal of Management, Vol. 35, No. 4, 1007-1025 (2009)
DOI: 10.1177/0149206307312505


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