Social Support Under Conditions of Organizational Ambiguity

Publisher Website
Google Scholar
Abstract
This study examines how supervisors perceive the singular characteristics of social support from their superior, peers, and subordinates. It also examines the effects of organizational ambiguity on each of these support sources. Both quantitative and qualitative measurements were applied in the investigation of 62 supervisors employed in departments of social services. The findings indicate that only subordinates were perceived as supportive, providing emotional and approval support. Superiors were criticized for providing inconsistent and insufficient information, and for withholding emotional, approval, and tangible support. Peers were accused for withholding emotional support. Relationships with other organizational departments, headed by peers, reflected competition and mistrust. It is argued that relationships with all these support sources were determined by organizational uncertainty, produced by ambiguous policies. The study concludes with implications for future research and practice.