The study by Settoon, Bennett, and Liden (1995) investigates the relationship between perceived organizational support, leader-member exchange, and employee reciprocity, focusing on how these factors influence employee attitudes and behaviors. The authors use social exchange theory and the norm of reciprocity to explain the motivational basis behind employee behaviors and attitudes. They examine two levels of social exchange: exchange between employees and the organization, and exchange between subordinates and their supervisors. The study employs structural equation modeling to compare nested models and test hypotheses. Key findings include: - Perceived organizational support is associated with organizational commitment. - Leader-member exchange is associated with citizenship behavior and in-role behavior. - Leader-member exchange has a stronger association with citizenship behavior than perceived organizational support. - Perceived organizational support does not significantly predict in-role behaviors. The results suggest that the nature of the relationship between supervisors and subordinates, characterized by mutual trust, loyalty, and respect, influences subordinates' performance in terms of expected and extra roles. The study also highlights the importance of multiple exchange relationships in shaping employee behaviors and attitudes, providing implications for both theory and practice. However, the study acknowledges limitations, such as its nonexperimental design and the potential influence of contextual variables on exchange relationships.The study by Settoon, Bennett, and Liden (1995) investigates the relationship between perceived organizational support, leader-member exchange, and employee reciprocity, focusing on how these factors influence employee attitudes and behaviors. The authors use social exchange theory and the norm of reciprocity to explain the motivational basis behind employee behaviors and attitudes. They examine two levels of social exchange: exchange between employees and the organization, and exchange between subordinates and their supervisors. The study employs structural equation modeling to compare nested models and test hypotheses. Key findings include: - Perceived organizational support is associated with organizational commitment. - Leader-member exchange is associated with citizenship behavior and in-role behavior. - Leader-member exchange has a stronger association with citizenship behavior than perceived organizational support. - Perceived organizational support does not significantly predict in-role behaviors. The results suggest that the nature of the relationship between supervisors and subordinates, characterized by mutual trust, loyalty, and respect, influences subordinates' performance in terms of expected and extra roles. The study also highlights the importance of multiple exchange relationships in shaping employee behaviors and attitudes, providing implications for both theory and practice. However, the study acknowledges limitations, such as its nonexperimental design and the potential influence of contextual variables on exchange relationships.