Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Échelle de soutien organisationnel perçu× | Échelle d'Échange Leader-Membre× | |
|---|---|---|
| Domaine | Comportement organisationnel | Comportement organisationnel |
| Famille | Process / pipeline | Process / pipeline |
| Année d'origine≠ | 1986 | 1995 |
| Auteur d'origine≠ | Robert Eisenberger | George B. Graen |
| Type | Self-report questionnaire | Self-report questionnaire |
| Source fondatrice≠ | Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. DOI ↗ | Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years. Leadership Quarterly, 6(2), 219–247. link ↗ |
| Alias | POSS, POS Scale, Eisenberger Organizational Support | LMX-7, LMX, Graen Uhl-Bien Scale |
| Apparentées | 5 | 5 |
| Résumé≠ | The Perceived Organizational Support Scale (POSS) measures employees' beliefs about the degree to which their employing organization values their contributions and cares about their well-being. Developed by Eisenberger and colleagues in 1986, it is a foundational construct in organizational psychology that predicts employee engagement, commitment, and performance. The scale is grounded in social exchange theory and reciprocity norms. | The Leader-Member Exchange Scale (LMX-7) measures the quality of the working relationship between a supervisor and employee. Developed by Graen and Uhl-Bien in 1995, it is a brief, widely adopted instrument grounded in Leader-Member Exchange theory. The scale captures mutual trust, respect, and obligation—the psychological foundation of effective working relationships. Higher LMX quality predicts engagement, performance, and retention. |
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