: Pos is positively related to jp POS is positively relaed to OCB POS is positively relaed to CR

1. (i)
TABLE OF CONTENTS
Table of Contents ............................................................................................................................i
Table of Figures.............................................................................................................................iii
Chapter 1. Introduction..............................................................................................................1.1
1.1 Introduction....................................................................................................................1.1
1.2 Gender discrimination in work place.............................. Error! Bookmark not defined.
1.3 Research discussing gender difference in employ affective reactionError! Bookmark not defined.
1.3.1 Attitudinal organizational commitment ......... Error! Bookmark not defined.
1.3.2 Job satisfaction............................................... Error! Bookmark not defined.
1.4 Literature discussing communication related social supportError! Bookmark not defined.
1.5 Methodology..................................................................................................................1.3
1.6 Scope of Project .............................................................................................................1.4
1.7 Proposed Solution..........................................................................................................1.4
Chapter 2. Literature Review....................................................................................................2.5
2.1 PERCEIVED ORGANIZATIONAL SUPPORT ..........................................................2.5
2.2 Counterproductive work behaviour ...............................................................................2.9
2.3 Creativity:.....................................................................................................................2.10
2.4 Job performance:..........................................................................................................2.12
2.5 ORGANIZATION CITIZENSHIP BEHAVIOR: .......................................................2.13
Chapter 3. THEORATICAL FRAMEWORK AND HYPOTHESIS
DEVELOPMENT .....................................................................................................................3.15
3.1 perceived organization support (POS) and counterproductive wok behaviour. ..........3.15
3.2 perceived organization support (POS) and creativity ..................................................3.17
Chapter 4. RESEARCH METHODOLOGY.........................................................................4.19
4.1 Sample and Data Collection.........................................................................................4.19
4.2 Design of the Study......................................................................................................4.19
4.3 Variables ......................................................................................................................4.19
4.3.1 Independent variables: ................................................................................4.19
4.3.2 Dependent Variables...................................................................................4.19
4.4 Measures ......................................................................................................................4.20
4.4.1 Perceived organizational support:...............................................................4.20
4.4.2 JOB performance ........................................................................................4.20
4.4.3 Counter productive work behaviour ...........................................................4.20
4.4.4 Creativity.....................................................................................................4.21
4.4.5 Organization citizenship behaviour ............................................................4.21
Chapter 5. RESULTS AND ANAYLSIS ................................................................................5.22
5.1 Hypothesis....................................................................................................................5.22
5.2 Control Variables .........................................................................................................5.22
5.3 Descriptive Statistics....................................................................................................5.22
5.4 Correlation Analysis. ..................................................................................................5.22
5.5 CORELATION TABLE ..............................................................................................5.23

2. (ii)
5.6 Regreshion ...................................................................................................................5.23
5.6.1 Relationship between POS and OCB..........................................................5.23
5.6.2 RELATION Ship between POS and CR ....................................................5.23
5.6.3 RELATION Ship between POS and JP ......................................................5.23
Chapter 6. DISCUSSIONS, LIMITAIONS AND CONCLUSION ......................................6.24

3. (iii)
TABLE OF FIGURES
No table of figures entries found.
LIST OF TABLES

4. CHAPTER 1. INTRODUCTION
1.1 INTRODUCTION
Any kind of human-resource insurance policy offers a number of features: developing
or enhancing procedures, disseminating sources, as well as controlling actions.
Difficulties regarding justice or justness can be a crucial concern in order to the
majority of individuals. With operate options, staff usually assess whether the benefits
they will be given match up their efforts for the firm or this benefits acquired by their
colleagues. Several reports get researched the theory’s central create, perceived
organizational support (POS), or even their education in order to which in turn staff
think the perform organization valuations the additions along with cares in relation to
the well-being. Since final article on POS literary works in 2000, the work
surroundings provides altered, escalating non-traditional perform human relationships
as well as the fact that coping with an international workforce even though
contemplating affects about employee well-being. Various aspects may possibly
clarify this particular spike in scholarly curiosity about POS, as well as (a) the
associations having organizationally relevant final results these kinds of While
citizenship conduct along with turnover, (b) the relevance over work contexts.
A statistical Research indicated that four major types of treatment is helpful which
received by workers were associated with POS. this treatment may be in the form of
favorable job conditions, fairness, organizational rewards and supervisor support.
POS was associated with Results favorable to workers in job satisfaction and positive
mood and behaviour. POS was also associated with Results favorable to the
organization in the form of emotional commitment, performance, and lessened

5. withdrawal behaviour). These relationships trusted techniques accepted by
organizational support theory: employees’ belief that the organization’s actions were
optional, feeling of commitment to help the organization, satisfaction of
socioemotional needs, and performance-reward desires.
Employers normally value worker dedication and loyalty. Employees who are
emotionally committed to the organization show heightened performance, reduced
absence, and a lessened likelihood of quitting their job. By distinction, workers are
typically additional involved with the organization’s commitment to them. Being
valued by the organization will yield such advantages as approval and respect, pay
and promotion, and access to info and alternative types of aid required to raised do
one’s job. The norm of reciprocity permits workers and employers to reconcile these
distinctive orientations.
Social exchange theorists have alluded to employment because the trade of effort and
loyalty for tangible advantages and social rewards. once one person treats another
well, the reciprocity norm obliges the return of favorable treatment. To the extent that
each the worker and the leader apply the reciprocity norm to their relationship,
favorable treatment received by either party is reciprocated, resulting in useful
outcomes for each.
More than seventy empirical studies have centered on POS; but, the literature has not
been consistently reviewed. during this article we tend to examine the theoretical
framework guiding analysis on POS, contemplate studies of POS’s hypothesized
antecedents and consequences, and value proof on the processes assumed to underlie
these associations.

6. The changing world of do the job, as well as how much research focus POS receives,
creates an account provider of the way current POS research contributes to
Organizational Support Theory (OST) needed to guide progress the theory as well as
information upcoming research. While research care about POS has greatly greater
since the 2002 meta-analysis, no scientific studies possess attempted to incorporate
current books in to OST.
1.2 METHODOLOGY
A number of crucial theoretical themes or templates allow us given that which
improves organizational support theory: criteria of member of staff well-being, non-
traditional personnel, worldwide and cross-cultural problems and this specific study
will examined perceived organizational support (POS) with counter productive work
behaviour, JOB performance, Creativity, and citizenship by using following steps
 Sample and Procedure
 Finding facts
 Implications
 Measure JOB performance, Creativity and Counterproductive work behavior.

7. 1.3 SCOPE OF PROJECT
In particular, while preceding socialization models emphasis largely about
undertaking competence, purpose properties, as well as information about
environmental surroundings to describe interactions having effects,
We provide a few research offering a higher knowledge of this interdependence
involving perceived organizational support (POS) with Counter productive work
behaviour, JOB performance, Creativity, and citizenship,
1.4 PROPOSED SOLUTION

8. CHAPTER 2. LITERATURE REVIEW
2.1 PERCEIVED ORGANIZATIONAL SUPPORT
Perceived organizational Support (POS) refers to employees’ perception regarding the
extent to that the organization values their contribution and cares concerning their
well-being. POS has been found to possess necessary consequences worker
performance and well-being.
Perceived organizational Support (POS) refers to employees’ perception regarding the
Extent to that the organization values their contribution and cares concerning their
Well-being. POS has been found to possess necessary consequences Performance and
well-being. (For example, an employee believes his organization would accommodate
him if he had a child-care problem or would forgive an honest mistake on his part)
and fulfils socio-emotional needs. Research shows that people perceive their
organization as supportive when rewards are deemed fair, when employees has a
voice in decisions, and when their managers are seen as supportive. Some findings
suggest that employees with strong POS perceptions are more likely to have higher
levels of organizational citizenship behaviour and job performance.
Staffs are thought to use comparable attribution procedures as those used in the
expansion of interpersonal relationships to infer their valuation by the organization.
The results most frequently linked with POS comprise increased job satisfaction,
enlarged organizational citizenship behaviour, increased organizational commitment,
higher levels of job performance and reduced withdrawal performances, such as
turnover, tardiness and intentions to leave. Prior study suggests that POS corresponds
to the grade to which employees perceive that their employer is "willing to equitably
compensate them for their efforts, help them in case of need, make their work
interesting and stimulating, and provide them with adequate working conditions.
Given that these beliefs often run counter to the way boredom-prone individuals
frame their work environments, it is likely that high boredom-prone workers would
perceive less support from their organization. Such a conclusion is warranted given

9. that the boredom proneness literature clearly indicates that high boredom-prone
individuals form less positive work perceptions and attitudes compared to those with
lower levels of boredom proneness.
Indeed, the pattern of correlations observed between boredom proneness and such
variables as depression, anxiety, anger, hostility, hopelessness, alienation, low sense
of purpose in life, and life and job dissatisfaction can broadly be viewed as reflecting
an overall negative orientation. Consequently, it may be that high boredom-prone
individuals perceive their world in rather negative terms,
Perceived organizational support (POS) is an employee belief that the organization
cares for and values his or her contribution to the success of the organization.
Antecedents of POS include procedural justice, supportive and respectful acts by
supervisors, recognition, fair pay and rewards, promotions, job security, autonomy,
and training Perceived organizational support (POS) encompasses strategies
promoting employee wellbeing and feelings of achievement, a sense of positive
impact to the organization, and personal and organizational goal attainment.
Wiesenberger in two studies connected perceived organization care with enlarged
employee efforts to attain organizational goals. Findings by Cardona et al (2004)
established that workers reporting higher POS had stronger social attachment to the
organization, which then run to enlarged OCB. in contrast, Settoon, Bennett, and
Linden (1999) unsuccessful to correlate POS with OCB. However, Moorman claimed
that Settoonet unsuccessful to measure OCB directed at the organization. According
to another study confirmed that POS connected with OCB directed at the organization
but not with OCB directed at peers.
Research on perceived organizational support (POS) began with the observation that
If managers area unit involved with their employees’ commitment to the organization,
Staff area unit targeted on the organization’s commitment to them (Wiesenberger,
Huntington, Hutchinson, & Sowa, 1986). For workers, the organization is a vital
Supply of socioemotional resources, like respect and caring, and tangible edges, like
Wages and medical edges. Being regarded extremely by the organization helps to
Satisfy employees’ desires for approval, esteem, and affiliation. Employers normally

10. price worker dedication and loyalty.
Organizational support theory (OST: Eiesenberger, Huntington, Hutchinson, &
Sowa, 1986; Rhoades & Eiesenberger, 2002; Shore & Shore, 1995) holds
that the organization values their contributions and cares concerning their well-being.
Such perceived organizational support (POS) would increase employees’ felt
Obligation to assist the organization reaches its objectives, their affection
commitment to the organization, and their expectation that improved performance
would be rewarded. Behavioural outcomes of POS would come with will increase in
role and Extra-role performance and reduces in withdrawal behaviours like absence
and Turnover.
Although there have been comparatively few studies of POS till the middle 1990’s,
Analysis on the subject has burgeoned within the previous couple of years. Rhoades
and Wiesenberger’s (2002) meta-analysis coated some seventy POS studies applied
through 1999, and over 250 studies are performed since. The meta-analysis found
clear and consistent relationships of POS with its foreseen antecedents and
Consequences.
On the premise of organizational support theory (Wiesenberger et al., 1986), 3 general
Styles of perceived favourable treatment received from the organization (i.e., fairness,
Supervisor support, and structure rewards and job conditions) ought to increase POS.
To avoid repetitiousness, we regularly omit use of the term perceived once discussing
the perceptions of favourable treatment that contribute to POS. Just as workers type
world perceptions regarding their valuation by the organization, they develop general
views regarding the degree to those supervisors worth their contributions and care
concerning their well-being (i.e., perceived supervisor support; Kottke &Sharafinski,
1988). Because of supervisors act as agents of the organization, having responsibility
for evaluating subordinates’ performance, workers read their supervisor’s favourable
or unfavourable orientation toward them as indicative of the organization’s support
(Eisenberger et al., 1986)
Since scholarly Attention to perceived organizational support has dramatically
increased. Several factors may explain the relationship with organizationally relevant

11. outcomes such as citizenship behaviour
Organizational support theory (ost) specifies three processes under the relationship
between POS and its consequenes.first based on the employee behaviour and job
performance. Employee who perceive organizational support feel obligated to
reciprocate toward the organization.Second POS help fullfill Socioeconomically
needs such as needs for esteem, approval and leading to organizational membership
and enhance employee well being(Rhoades and Eisenberger 2002).Pos help to
determine organizations readiness efforts made on its behalf (Rhoades and
Eisenberger 2002).employee receiving favourable treatment from their organization
and its agent respond with high commitment and b performance and effort. Leader–
member exchange (LMX) theory (Dulebohn, Bommer, Liden, Brouer, & Ferris, 2012;
Graen & Scandura, 1987) focuses on the exchange relationship between the
subordinate and the supervisor. Subordinates who are treated favourably by their
supervisors respond by working harder and providing more help to supervisors,
leading to high-quality LMX relationships. By comparison, organizational support
theory (Eisenberger & Stinglhamber, 2011; Rhoades & Eisenberger, 2002; Shore &
Shore, 1995) considers subordinates’ and supervisors’ favourable relationships with
the organization. Organizational support theory holds that, in order to meet socio-
emotional needs and to determine the organization’s readiness to reward increased
efforts, employees develop a general perception concerning the extent to which the
organization values their contributions and cares about their well-being (perceived
organizational support or POS; Eisenberger, Huntington, Hutchison, & Sowa, 1986).
Perceived organization support involves a chain that leading from perception of
support by the organization (supervisor support) to the formation of high quality LMX
relationship wih their subordinates.who integrate high quality form the organization
ultimately repay the organization wich increased the dedication and effort and reduce
withdrawl behaviour .
Supervisor feel an obligation to repay the organization for their perceived
organization support believe that they will be rewarded for doing so.Superisors with
High POS may be motivated to develop High quality LMX relationships with their
subordinates in order to reciprocate their own supportive treatment from the

12. organization (Wayne et al., 2012).futher supervisors report high POS may have access
to greater resources to provide to subordinates. Thus supervisors with High POS are
likely motivated to establish High-Quality relationships with their subordinates
(Tangirala, Green, & Ramanujam, 2007).
POS does not always positively relate with performance or job satisfaction. POS
probably does have negative effect on most employees ‘performance. The way
employees are treated by the organization is likely to have a significant effect on
employee attitudes and behaviours, A low perception of organizational support can
result in employees being aware (and a little nervous) of reciprocation. Reciprocation
awareness (and nervousness) can be caused by events that are seen as not being
helpful to the employee, for example, not receiving payment seemed necessary, or not
receiving a good payment for the appropriate length of time.
2.2 COUNTERPRODUCTIVEWORK BEHAVIOUR
For almost 20 years there has been a growing interest for research on workplace
behaviours that harm employees or the organization, especially because of the
harmful consequences and associated costs. These include costs at economical (loss of
productivity due to delay at the workplace, theft or sabotage) or psychological level
(withdrawal or low job satisfaction- for those who are targets of counterproductive
interpersonal behaviours or high stress and uncertainty for those who perceive such
behaviours.(Varda and Weitz 2004). Counterproductive behaviours include: abusive
behaviour, physical and verbal aggression, making intention ate improper work,
sabotage, theft, absenteeism, delays etc.. These behaviours are a set of distinct acts
that have common characteristics: are intentional (not accidental) and intend to harm
or harm the organization and / or their stakeholders- customers, colleagues and
supervisors (Fox and Spector 2005).
Counter productive work behaviour is a vast term which includes such behaviours
that are against the apporopriate interest of the organization(gruys & sackett
2003).counter productive work behaviour is also referred to as deviance .different
authors describe cwb in different models consisting of multiple dimensions. For
example a five dimension model of cwb suggests that cwb includes abuse ,theft

13. ,sabotage production deviance and withdrawal
(spector,fox,penney,bruusema,goh,&Kessler,2006 )
When employees are treated favourably by the organization they feel obligated to
respond n kind through positive behaviour and attitude towards the source of the
treatment. When treated poorly employees by the organization will reduce or
withdraw their positive attitude and behaviour and produce negative behaviour once
in their place.
One of the most prominent social exchange theories is Adams (1965) equity theory
which says that employees feel uncertainty treated will seek restitution. This theory
suggest that employees who are dissatisfied with the fairness of their employers
produce negative behaviour such as arriving late for work, reducing effort or may
engaged in interpersonally oriented CWB such as making badly remarks about their
managers acting rudely with colleagues .another frame work is used to understand
CWB derives from the work stress literature spactor(1998)model. When individual
perceives environmental stress (e.g. unfair provision of cwb. They experience
negative emotions such as anxiety & anger.
2.3 CREATIVITY:
Perceived organizational support the level to which employee perceives that
organization encourages their ideas and respect give them rewards and recognize
employees who demonstrate creativity. Employees are creative when they perceive
that creativity supported and valued by the organization (scot & Bruce, 1994).
Employees creative when they perceive that creativity has the potential to b valuable
(Hirschman, 1970) when employees perceive that organization management system
policies and practices support creative activities. Management accepted new ideas,
suggestions and admire that employees input and efforts are meaningful and
influential (e.g., Amiable & Gryskiewicz, 1987; Scott & Bruce, 1994; Siegel &
Kemmerer, 1978).It is said that efficiency of the organization is dependent on various
factors on which creativity is most important. .one work in the literature provides that
there are three factor required to enhance creativity in organizations i.e. technical and
procedural expertise, creative thinking skills and intrinsic motivation (amable, 1998).

14. .Employee exchange belief systems refers to employees' belief that it is appropriate
and useful to base their concern with the organization's welfare and their work effort
on how positively/well they have been treated by the organization (Wiesenberger et
al., 1986). Employees with high exchange belief systems showed stronger relationship
of POS with felt responsibility to the organization (Wiesenberger et al., 2001).
Personnel's perception of their organizational support has the possible ability to
change reasons for doing things, attitudes and help not only their abilities but also
their mental (getting or giving power). In a study the relationship between mental
(getting or giving power) and farming-based personnel's creative performance was
related much more than that of POS , but it can be recommended in that study that
farming-based organizations should provide an internal organizational community in
order to their personnel perceive entrepreneurial and creative behaviours more
desirable and (able to be done).
Wiesenberger et al., 2001), the two-way relationship between a supportive
organizational (surrounding conditions) and mentally given power to/permitted
personnel should be supported to secure/make sure of farming-based personnel's
creative behaviours in long run. According to Katz (1964) and Smith et al. (1983) to
(accomplish or gain with effort) effective and (able to last/helping the planet)
organizational operation, the following three kinds of behaviours is needed:
 Personnel's motivation to stay with the organization (organizational
commitment),
 Personnel's dealings that go past their job description (challengeable activities
),
 Personnel's (acting to prevent problems before they happen) behaviors beyond
job responsibilities (such as, creative behaviors).
The first two kinds of behaviours are within personnel roles, whereas the third goes
beyond, to include cooperation among fellow workers, self-improvement, and
creating a positive organizational image.
For an organization to function effectively, new, interesting, and creative behaviours
are extremely important. These behaviours, though mainly not considered for job
development and performance, but they can greatly add/give to the operation and
performance of an organization in long run.

15. Organizational support perceptions have significant effects on personnel's mental
(getting or giving power) and their creative behaviours.
2.4 JOB PERFORMANCE:
The work-linked actions expected of workers and how well those actions were
executed. Many business staffs directors evaluate the job performance of all workers
on yearly or quarterly basis in order to benefit them classify suggested areas for
improvement.
Job performance is a vital construct in organizational. In fact, most of what industrial
organizational psychologists do is geared to have a positive influence on job
performance. The importance of calculation of individual job performance is maybe
reflected in the capacity of literature devoted to it, and many important researchers in
our field have written on the subject of individual job performance. Individual job
performance plays a vital part in
What we do as researchers and practitioners. Organizations need that the expenditure
related with training agendas (e.g., socialization or orientation programs, skills
training) be justified with evidence that such exercise progresses individual job
performance. In short, individual job performance is a dominant construct in our field.
For over a century, researchers have contended with the matters involved in
assessment of individual job performance. It is no wonder that numerous researchers
have innovative standards for assessing these assessments.
 Freyd (1926) claimed that measures of individual job performance valuations
should be authorized.
 While Freyd argued for the importance of establishing the construct rationality
of standards, Farmer (1933) stressed the necessity for evaluating the
dependability of measures.
 Burtt (1926) providing a list of variables (e.g., opportunity bias) that could
disturb
 Organizational records or objective performance.

16. Perceived organizational support and Performance Given social exchange
influences and past empirical indication, we be- live that POS will be connected
to both task and contextual performance. So- cial exchange (Blau, 1964) proposes
that positive observations about the employment connection will lead to beneficial
work activities through the procedure of compulsory reciprocation. Specifically, we
posit that staffs will observe development in both types of performance as an
suitable way to respond for social "gifts” granted by the corporation.
2.5 ORGANIZATION CITIZENSHIP BEHAVIOR:
Organizational Citizenship Behaviour (OCB) has been deliberate since the late
1970s. Over the past three decades, awareness in these behaviours has increased
significantly. Organizational performance has been connected to overall
organizational success, thus these types of employee behaviours have central
consequences in the workstation.
“Organizational citizenship behaviour (OCB) defined as performance that goes
outside the basic necessities of the job, is to a great extent optional, and is of benefit
to the
“OCBs are employee behaviours that, although not serious to the task or job, help to
facilitate organizational operational”
Organizational citizenship behaviour (OCB) is optional employee activity that is not
openly part of the job explanation and which tends to promote the organization. This
behaviour is also not a portion of the official system of rewards and compensation.
The term was first defined by Dennis Organ in 1988. It is not a carefully-defined
concept by nature, though an operative who embodies the potentials of OCB is often
easy to identify.
While a worker who involves in OCB may not be specifically recognized for those
activities, such performance will often be rewarded indirectly. This is partly because
employees who exercise OCB tend to be dedicated to their jobs and the overall health
of the organization. They are also often adept at the core functions of their jobs, which
can lead to formal recognition that comprises unspoken appreciation for OCB.

17. Organizational citizenship behaviours (OCB) can advance organizational performance
and Adaptableness in surroundings demanding complex, ambiguous, and team
oriented work Organizational citizenship behaviours (OCB), well-defined as
volitional extra role behaviours not directly related to a specific task or job
description, lead to enhanced customer and peer relationships, improve teamwork,
operational flexibility, and competitiveness.

18. CHAPTER 3. THEORATICAL FRAMEWORK AND
HYPOTHESIS DEVELOPMENT
3.2 perceived organization support (POS) and counterproductive wok behaviour.
3.3 perceived organization support (POS) and creativity:
3.4 perceived organization support (POS) and job performance:
3.5 perceived organization support (POS) and Organization citizenship behaviour:
The relationship of counter productive work behaviour, job performance, creativity
and organization citizenship behaviour.
3.1 PERCEIVED ORGANIZATION SUPPORT (POS)AND
COUNTERPRODUCTIVE WOK BEHAVIOUR.
Counterproductive work behaviour refers to an intentional behaviour that act against
the organization interest .such behaviour which effects both the organization and their
employees .there is no doubt CWB violate organization norms and hinder the overall
perceived
organization
support
creativity
job
performance
counterproduc
tive work
behaviour
organization
citizen ship
behaviour

19. Organizational goal .We assumes that when leader member exchanges important
element of exchange relationship in the work place. Perception of the degree to which
organization provides its employees with appropriate fair and respectful treatment to
all the employee of the organization.
CWB relationship with organization climate part of an active psychological process
that helps employees recognize what behaviours are expected and rewarded
(Armstrong, 2003; Zohar & Luria, 2005.previous research predict various factors that
predict counterproductive workplace behaviour. these includes individual differences
such as employees personal abilities and traits and work stressors such as difficult
work conditions ,harsh supervision ,role ambiguity (Bruk-Lee & Spector, 2006)
.dissatisfied employees are more likely to involved in theft behaviours(Kolas et al.,
2007);
Leader –member exchange (LMX). Important aspect of employee’s workplace
perceptions is known as “perceived leader –member exchange).which relates to the
quality of relationship between leaders and group members.
High quality LMX indicates high levels of relationship between leader and members
which includes interaction with leader, trust, respect, support and rewards from the
organization
While low quality LMX points the low level of interaction. Formal relationships, trust
,limited support and few rewards (Bauer & Green, 1996).LMX effects employee
motivation in different areas of the organizational functioning sense of empowerment
,emotional support and cooperative interactions as well as respect,loyality and
obligation( Tziner, Fein, & Oren, 2012).
Past research has indicated that high LMX related to positive citizen ship behaviour.
(e.g., Chernyak-Hai & Tziner, 2012; ) while low LMX related to counterproductive
work behaviour.LMX reflects exchange relationship among employees and their
supervisors(Settoon et al., 1996) and one of the basic elements in the workplace social
exchange network (Cole, Schaninger, & Harris, 2007).
when the employee reported high quality LMX relationships (Piccolo, Bardes, Mayer,
& Judge, 2008); subordinates who experienced low-quality LMX perceived less
distributive and procedural fairness than those who experienced high-quality LMX
(Lee, 2001); and LMX was found to moderate the relationship between both

20. distributive and procedural justice and organizational citizenship behaviours (OCBs)
(Burton, Sablynski, & Sekiguchi, 2008).
The social exchange theory (SET) framework counterproductive work behaviour may
be understood within the framework of social exchange theory (SET).
Social exchange variables such as organizational commitment, perceived
organizational support, trust and leader member exchange ,were found to be important
relationship between justice, task performance and citizen ship behaviour (Colquitt et
al., 2013)..in the past social exchange in an organizational context was proposed to be
conceptualized at two levels
Global exchange between employees and the organization and relationship between
employees and their supervisors (Settoon, Bennett,& Linden, 1996).
Organizational support employees who perceive that the employees who perceive that
their organization does not meet the expected obligations would be less satisfied with
their job may produce counterproductive work behaviour.
3.2 PERCEIVED ORGANIZATION SUPPORT (POS)AND
CREATIVITY
In the organization literature many empirical studied have been directly related to
several organizational climate such organizational desirable outcome includes as
creativity and innovation (Amiable, Conti, Coon, Lazenby, & Herron, 1996). Many
studies have suggested variety of different characteristics. Most important factor
included is organizational encouragement organization encourages creativity and
innovation supporting new ideas and setting reward system and recognize employee’s
creativity.
The relevant literature has pointed the important role between organization and
employees attitude (Oldham and Cummings, 1996; Amiable, et al., 1996).
Organization encourages risk-taking ideas generation provide freedom and autonomy
to employees and positively elated with innovation and creativity
Organizational climate has significant effect on the creativity, performance of an
individual. Such as team cooperation, leadership support, organizational
encouragement freedom and autonomy that influence of employee creativity.(
Cummings, Oldham, 1997).

21. Organization polices& practices can enhance creative behaviours of an employees by
influencing employee attitude and behaviour .when organization wants to increase
their level of innovation they should recognise the value of their employees as
generators of creative ideas. Organization discourage employee risk taking is always a
serious barrier to innovation because employees are demotivated by the fear of failure
when organization did not support new ideas.

22. CHAPTER 4. RESEARCH METHODOLOGY
4.1 SAMPLE AND DATA COLLECTION
This research has been conducted on a cross –Sectional research design. The research
data was collected from different sectors of Islamabad. Such as telecom sector and
banks. The questionnaire as filled by diverse job level employees and mostly by
middle managers, lower manager en
4.2 DESIGN OF THE STUDY
Current study has cross-sectional design as data is gathered in two and a half week
duration at single time. Involvement in the survey was deliberate and strict
confidentiality of the data, scope and purpose of the study was provided to the
respondents. 250 surveys were given out in different banks, of which 200 were
recovered which were sufficient to analyse and appraise the collected data; statistical
package for the social science (Spss) software package was used. The sample
contained respondents ranging from top management to first line managers from
different departments of the banking sector. Educational qualifications ranged from
bachelors 32% and masters above degree 67%. Male were 62% and female were 38%.
The respondents mean age was 28.1.
4.3 VARIABLES
4.3.1 Independent variables:
Perceived organizational support (POS) is an independent variable in our research
4.3.2 Dependent Variables
Counter productive work behaviour (CWB), Creativity, job performance &
Organization citizenship behaviour (OCB).is dependent variable of this study.

23. 4.4 MEASURES
4.4.1 Perceived organizational support:
We evaluate perceived organizational support with the 8 item scale developed by
Eiesenberger et al., (1986). The sample items of include
 My organization cares about my opinions.
 May organization cares about my well being.
 My organization considers my goals and values.
Respondents were asked (1=strongly disagree, to 7= strongly agree) to point out how
much their organization support them. The reliability of POS is found is .86 which is
acceptable range.
4.4.2 JOB performance
Job performance was calculated by 7 point liker scale contain of 7 items and was
recognized by “Bennett and Robinson” (2000). The sample items of include.
 Adequately complete assigned duties.
 Performs tasks that are expected of him/her.
 Fullfills responsibilities specified in job description
It was starting from 1=Never to 7=Daily. The scale consisted of 7 items whose
reliability is .825 which is satisfactory.
4.4.3 Counter productive work behaviour
CWB Was calculated by 7 point liker scale containing of 9 items and was established
by “Bennett and Robinson”(2000). The sample items of include.
 Damaged property belonging to my employer.
 Said or did something to purposely hurt someone at work.
 Deliberately bent or broke a rule.
It was starting from 1= never to 7= Always. Reliability is .882 which is satisfactory.

24. 4.4.4 Creativity
Creativity was measured by 7- point liker scale containing of 3 items and was
established by Oldham and Cummings, (1996) the sample items of include.
 How ORIGINAL and PATICAL is this person’s work? Original and practical
work refers to developing ideas, methods, or products that are both totally
unique and especially useful to the organization.
 How Adaptive and practical is this person’s work.
 How CREATIVE is this person’s work.
It was starting from 1= not at all to 7= extremely. Reliability is .832 which is
acceptable.
4.4.5 Organization citizenship behaviour
OCB was calculated by 7 –point licker Scale containing of 14 items and was
established by “Bennett and Robinson” (2000). The sample items of include.
 Helps others who have been absent.
 Helps others who have heavy workloads.
 Take time to listen to co-workers problems and worries.
It was starting from 1= never to 7= Always. Whose reliability is .871 which is
acceptable.

25. CHAPTER 5. RESULTS AND ANAYLSIS
5.1 HYPOTHESIS
Hypothesis 1: Pos is positively related to jp
Hypothesis 2:POS is positively relaedto OCB
Hypothesis 3: POS is positively relaedto CR
5.2 CONTROL VARIABLES
We used one-way ANOVA study to verify for the control of the demographics on
dependant variables .ORG ,Peresent Experience,Total experience,Designation, are
measured as control variables in our research .these control manners contain direct
impact on the independent variables(IV) which is perceived organizational
support(pos) and these are being studied in contradiction of dependant variables (DV)
that are CWB, JP, OCB, & CREATIVITY. When one-way ANOVA analysisis
runthe ORG ,Peresent Experience,Total experience,Designation are being directly
limited as continuous variables.
Tabels…:
5.3 DESCRIPTIVE STATISTICS.
In our study we recognized the Mean and standard deviations as for POS: mean = .01
And SD = 1.19 for, jp: mean = 5,27 and SD =1.39 , For CWB: mean = 2.39,
and SD =1.19 For OCB: mean =4.84 And SD=1.12,For creativity: mean =5.08, And
SD =1.30.
5.4 CORRELATION ANALYSIS.
To determine and know the connection between the variables and the associate of the
variables with the demographics the bivrate correlation is nearly useful on the data of
the present research. The table 2 Shows the value of correlation that area establish.

26. Values of correlation are significant at the value of 0.01 level (2- tailed).And
insignificant at the value of 0.05(2-tailed).
The study f the correlation table shows that POS is negatively related with
CWB.(r=…………….,p….),and positively related with
CR(…………),JP(………),OCB.(……..).
5.5 CORELATIONTABLE
5.6 REGRESHION
We finalized step vice linear regreshion inspection through SPSS.in the first step we
added the control and dependent variables and in step two weadded independent
variables to perceived the influence of independent variable on dependent variable.the
outcomes are given below
5.6.1 Relationship between POS and OCB
In the first step we arrive dependent variable which is OCB and we have control the
variables that are ………………………in second step we have occupied independent
varible which is POS.
Table 3a: regreshion analysis for the key belongingness of POS and OCB:
TABLE:
From the above table regreshion analysis results explained that POS consumes
significant relationship with OCB.(beta =….. R SQURE= ….and delta r sq….) at p
……………
5.6.2 RELATION Ship between POS and CR
In the first step we arrive dependent variable which is CR and we have control the
variables that are ………………………in second step we have occupied independent
varible which is POS.
TABLE 3B:
regreshion analysis for the key belongingness of POS and CR:
TABLE:
From the above table regreshion analysis results explained that POS consumes
significant relationship with OCB.(beta =….. R SQURE= ….and delta r sq….) at p
……………
5.6.3 RELATION Ship between POS and JP
In the first step we arrive dependent variable which is JP and we have control the
variables that are ………………………in second step we have occupied independent
varible which is POS.
TABLE 3c:
regreshion analysis for the key belongingness of POS and JP:
TABLE:
From the above table regreshion analysis results explained that POS consumes
significant relationship with JP.(beta =….. R SQURE= ….and delta r sq….) at p
……………

27. CHAPTER 6. DISCUSSIONS, LIMITAIONS AND
CONCLUSION

29. References
1. CONFLICT, W.-F., Family friendly policies: Organizational justice perceptions
of need-based allocations. Justice in the workplace: From theory to practice,
2001. 2: p. 145.
2. Judge, T.A. and J.A. Colquitt, Organizational justice and stress: the mediating
role of work-family conflict. Journal of Applied Psychology, 2004. 89(3): p.
395.
3. Podsakoff, N.P., et al., Individual-and organizational-level consequences of
organizational citizenship behaviors: A meta-analysis. Journal of Applied
Psychology, 2009. 94(1): p. 122.