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| Skala Postrzeganego Wsparcia Organizacyjnego× | Skala wymiany lider-członek× | |
|---|---|---|
| Dziedzina | Zachowania organizacyjne | Zachowania organizacyjne |
| Rodzina | Process / pipeline | Process / pipeline |
| Rok powstania≠ | 1986 | 1995 |
| Twórca≠ | Robert Eisenberger | George B. Graen |
| Typ | Self-report questionnaire | Self-report questionnaire |
| Źródło pierwotne≠ | 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 ↗ |
| Inne nazwy | POSS, POS Scale, Eisenberger Organizational Support | LMX-7, LMX, Graen Uhl-Bien Scale |
| Pokrewne | 5 | 5 |
| Podsumowanie≠ | 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. |
| ScholarGateZbiór danych ↗ |
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