Organizational support theory (OST) proposes that employees form a generalized perception
concerning the extent to which the organization values their contributions and cares about their
well-being (perceived organizational support, or POS). Based on hypotheses involving social
exchange, attribution, and self-enhancement, we carried out a meta-analytic assessment of OST
using results from 558 studies. OST was generally successful in its predictions concerning both
the antecedents of POS (leadership, employee–organization context, human resource practices,
and working conditions) and its consequences (employee’s orientation toward the organization
and work, employee performance, and well-being). Notably, OST successfully predicted the
relative magnitudes of different relationships, influences of process variables, and mediational
effects. General implications of the findings for OST and research on POS are discussed.