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Eight studies assessed the motive for sensory pleasure (MSP) involving a general disposition to enjoy and pursue pleasant nature-related experiences and avoid unpleasant nature-related experiences. The stated enjoyment of pleasant sights, smells, sounds, and tactile sensations formed a unitary construct that was distinct from sensation seeking, novelty preference, and need for cognition. MSP was found to be related to (a) enjoyment of pleasant nature scenes and music of high but not low clarity; (b) enjoyment of writings that portrayed highly detailed nature scenes; (c) enjoyment of pleasantly themed paintings and dislike of unpleasant paintings, as distinct from findings with Openness to Experience; (d) choice of pleasant nature scenes over exciting or intellectually stimulating scenes; (e) view duration and memory of artistically rendered quilts; (f) interest in detailed information about nature scenes; and (g) frequency of sensory-type suggestions for improvement of a museum exhibit.

L. Rhoades and R. Eisenberger (2002) reported the meta-analytic finding of a highly statistically significant relation between perceived organizational support (POS) and performance but concluded that the reviewed studies' methodology allowed no conclusion concerning the direction of the association. To investigate this issue, the authors assessed POS and extra-role performance 2 times, separated by a 3-year interval, among 199 employees of an electronic and appliance sales organization. Using a cross-lagged panel design, the authors found that POS was positively associated with a temporal change in extra-role performance. In contrast, the relation between extra-role performance and temporal change in POS was not statistically significant. These findings provide evidence that POS leads to extra-role performance.

Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS-POS relationship increased with perceived supervisor status in the organization. Study 3 found, with 493 retail sales employees, evidence consistent with the view that POS completely mediated a negative relationship between PSS and employee turnover. These studies suggest that supervisors, to the extent that they are identified with the organization, contribute to POS and, ultimately, to job retention.