Review of Research Progress on Perceived Organizational Support and Organizational Identity

Both organizational support and organizational identity are concepts derived from social exchange theory and social identity theory. And both of them are closely related to organizational performance. However, there is still contro-versy over the construction, measurement, and relationship between the two. Therefore, we aim to clarify the relationship between perceived organizational support and organizational identity and to point the way for future research. This paper reviews the previous literature on the dimensions and measurement methods of organizational support and organizational identity. It mainly discusses the research on combining two constructs at home and abroad in recent years. Finally, based on the review of the two constructs, this article enlightens further discussion on future development trends.


Introduction
The globalization of production and sales means more intense competition. In order to gain an advantage in this competition and achieve corporate strategic goals, human resource management plays a vital role in helping companies achieve these strategic goals. The Employee-Organization Relationship (EOR) is an important part of human resource management. In today's rapidly changing market environment, how to understand EOR has become a new topic facing organizational managers.
Perceived organizational support (POS) describes an employee's perception of the importance the organization places on his contribution and the existence of him. Organizational identification (OI) refers to the consistency of an individual with an organization or the perception that an individual is subordinate to an employee. They both are important constructs subordinate to EOR and many existing studies have shown that these two constructs are highly related to employee job performance. Based on theories of social exchange, self-attribution, and self-improvement, Eisenberger et al. [1] used a meta-analysis of the theory of organizational support using the results of 558 studies. The study found that organizational support perceived antecedent variables (including leadership, employee-organizational context, human resource practices, and working conditions) and outcome variables (employees' positioning of the organization and work, job performance, and presence). Riketta's [2] meta-analysis of organizational identity for 96 studies shows that organizational identity is related to a range of work attitudes, behaviors, and situational variables, affirming the impact of organizational identity on employee performance. Domestic scholars Bao and Xu [3] compiled previous empirical research on organizational identity and concluded that the impact of organizational identity on the organization is mainly reflected in five aspects: cooperation intention, satisfaction, organizational self-esteem, organizational citizenship behavior, and intention to leave. In summary, this study attempts to answer the following questions through literature review 1) What are the common dimensions and measurement methods for perceived organizational support and organizational identity? 2) What is the connection between organizational support and organizational

Dimension and Measurement of Perceived Organizational Support
Organizational support is a concept based on the theory of organizational support theory and social exchange theory. Organization Support Theory (OST) [4] [5] proposes that employees will form a general perception about the extent to which organizations value what they do contributions and concerns about their presence in the organization. That is, perceived organizational support (POS).
The degree of organizational support depends on the employee's attribution to the organization's intentions. Social exchange theory believes that a social exchange process begins with perceived organizational support (POS), that is, employees feel obliged to help the organization achieve its goals and expect that this effort for the growth of the organization's interests can be exchanged for more returns, thereby forming a kind of reciprocity norm.
At present, the division of perceived organizational support dimensions commonly used in foreign countries is the one-dimensional feature of organizational support proposed by Eisenberger et al. [4], and developed a measurement tool to evaluate perceived organizational support of employees including a 36-item declarative scale, that is, survey of perceived organizational support. They believe that POS is related to social support and work stress feelings, emphasizing that employees can obtain emotional support from the organization when external pressure increases. Subsequent studies on the reliability and validity of organizational support have also confirmed the single dimensional characteristics of perceived organizational support. Shore [6] and Hutchison [7] further confirmed the one-dimensional feature of perceived organizational support in the study of structural validity of perceived organizational support.
However, many scholars believe that organizational support is a type of social support, and social support has support from different objects such as work, family and friends. Therefore, organization support is considered as a multi-dimensional concept. McMillan [8] divides organization support into emotional support and instrumental support, that is, the former refers to employees' perception of affection, acceptance, and care, and the latter refers to training、 equipment and information from the organization. Ladd and Henry [9] divided organizational support into support from colleagues and support from superiors from the perspective of organizational support sources.
Domestic scholars Ling, Yang, and Fang et al. [10] explored the multi-dimensional psychological structure of organizational support in the context of Chinese culture, and divided organizational support into work support, recognition value, and interest concern. Shao and Fan et al. [11] combined the sentimental and instrumental content perspectives of organizational support, as well as the support sources of their superiors and colleagues, to construct the four-dimensional conceptual model including perceptual emotional superior support, perceived emotional peer support, and perceived instrumental superior support and perceived instrumental colleagues support. Besides, they developed a perceived organizational support scale that fits the Chinese cultural background. In this scale, the measurement of perceived organizational support consists of 18 items in 4 dimensions, and the support provided by the organization consists of 13 items in 3 dimensions. And the results of the exploratory factor analysis and confirmatory factor analysis test on the scale have good reliability and validity.

Dimensions and Measurements of Organization Identity
Since Ashforth and Meal [12] introduced the theory of social identity to the field of organizational research, they defined organizational identity as the consistency between individuals and organizations or the perception that individuals are subordinate to organizations. They believed that individuals had essential needs to connect the concept of self with others and a need that belongs to a larger organization from the perspective of individual motivation. They also emphasize H. W. Luo that organizational identity is a one-dimensional cognitive structure. However, more scholars believe that organizational identity is a multi-dimensional concept. In addition to the cognitive dimension, Sluss et al. [13] divide organizational identity into two dimensions: emotion and behavior. The former refers to the emotional dependence of organizational members on the organization. The latter refers to the behavior of organization members corresponding to their organizational identity. Wei et al. [14] summarized the definition of organizational identity In terms of organizational identity measurement, Cheney [18] developed measurement tools including membership, loyalty, and similarity, and developed the most widely used organization identification questionnaire, OIQ). The scale developed by Mael and Tetrick [19] is based on their belief that organizational identity is a special form of social identity and contains only cognitive dimensions, which is a Likert scale with six items. Based on the theory of social identity and self-classification. Dick [20] believes that organizational identity has four dimensions: cognitive, affective, evaluation, and behavior. The scale he developed includes 7 items which had been proved high reliability and validity by the empirical research. However, Riketta's [2] comprehensive meta-analysis of 96 studies on organizational identification shows that the Male scale is more favored by researchers in explaining causal studies than OIQ and is more commonly used in work behavior research.

The Relationship between Perceived Organizational Support and Organizational Identity
In recent years, the number of researches on organizational support and organi- It can be seen that the relationship between organizational identity and organizational support is very similar and even easily confused. Existing research have studied the antecedent variables that affect individual behaviors within organizations from different perspectives. It can be concluded that POS and OI often interchange the roles of intermediaries, and the role of moderator is less mentioned. In addition, their impact on the behavior of individuals in the organization is basically simultaneous, it is difficult to say that there is a clear sequence.

Management Implications
Organizational support and organizational identity, as a kind of psychological relationship or emotional bond between individuals and organizations, play a very important role in the process of organizational growth and development. Thus, research on them has the following implications for managers in organizations.
In terms of human resource management practices, in order to promote employees' recognition of the organization and further stimulate the enthusiasm of In terms of employee relationship management, studies by Zagenczyk et al. [24] show that organizations should pay attention to the erosion of positive relationships between employees (organizational identity) and the breeding of negative relationships between employees (organizational dis-identity). Most research on organizational identity shows that managers should not only focus on the impact of external factors (such as organizational reputation and fame) on employees, but also internal factors (such as appropriate rewards and provide required resources) that affect organizational support The direct factor of feeling. High-quality leadership-membership relationships can also effectively maintain employee perceived organizational support and organizational identity and help employees improve work performance, and ultimately achieve the goal of improving organizational performance.
In terms of organizational citizenship, it can be seen from the principle of reciprocity that employees who are perceived to have higher support and higher identification will tend to act in accordance with the interests of the organization, and they will be more willing to invest in the organization to prove that the organization's investment in itself is worth it. In the process of practical management, in order to establish employees' recognition of organizational goals and values, companies should invest a lot of time and funds for employee training. In this interaction process, it is expected that employees' satisfaction can be increased and their due diligence promoted, even doing extra things which are not part of duty but are benefit to the development of the organization.

Further Research
There is no unified definition and dimensional division of the concepts of organizational support and organizational identity at home and abroad. The mainstream view today is that they all have multiple characteristics. In the future, researchers can examine the impact of perceived organizational support on organizational identity and organizational citizenship behavior from various dimensions or levels of organization from a more subdivided perspective. There is still a lot of research potential on the combination of organizational identity and organizational support, especially in terms of its relationship with employees or organizational behavior. As for the internal mechanism of action between the two constructs, Xu et al. [30] used a cross-cutting study and both are based on Chinese background. The research by Farh, Hackett, and Liang [31] shows that individuals will be affected by cultural values, future research may consider further verification from longitudinal research and cross-cultural background sample selection.
Although organizational identity and perceived organizational support originated from social identity theory and social exchange theory, the continuous deepening of the research has been significantly affected by other theories, such as social network theory, social cognitive theory, etc. Wan [32] believes that the introduction of these theoretical perspectives has opened up horizons for the study of organizational identity, both theoretically and empirically. For example, the relational identification proposed by Sluss and Ashforth [13] is based on the theory of social networks, and believes that the relationship between members within an organization is embedded in the organization, so the relational identification is not just juxtaposed with organizational identification at the level, it is a concept that even more embedded in the network of organizational life.
In terms of localization research, Guo [33]  But he compared the discussions of foreign scholars before 2005. Sluss et al. [34] have proposed relationship identification as part of multiple organizational identification. Therefore, in the study of the sense of organizational support and organizational identity in the Chinese context, we can further consider the division of dimensions under cultural backgrounds and context differences. It is also worth exploring whether relationship identification is measured as a separate dimension or one of the dimensions in organizational identification problem.

Conclusion
From the review of the origin of organizational support and organizational identity to the latest research on both in recent years, this study further validates the important role that perceived organizational support and organizational identity play in enterprises and sorts out the gaps in current research. In addition, we explore the relationship between POS and OI, and find out how they ultimately affect the personal behavior of employees and then affect corporate performance.
All in all, this research has both theoretical and practical value.

Conflicts of Interest
The author declares no conflicts of interest regarding the publication of this paper.