Incorporating the perspective of social comparison processes into the study of organisational support, we propose a new construct, namely, Relative Perceived Organisational Support (RPOS). This construct captures an employee’s global perceptions that the organisation supports him/her more than others. Further, we examine whether RPOS is an antecedent of POS, as well as the role of organisational identification in the RPOS‐POS relationship. Moreover, we examine the effects of RPOS on employee outcomes (intent to quit and willingness to support the organisation), investigating whether POS explains such effects. Our study incorporates three field studies; the first validated the measurement instrument (RPOS) and the other two tested our hypotheses. Our results indicated that RPOS is an antecedent of POS. Organisational identification plays an important role in such a relationship, mediating the effects of RPOS on POS and interacting with RPOS regarding the prediction of POS. Last, RPOS was found to be negatively related to intent to quit and positively related to willingness to support the organisation. According to our findings, POS fully mediated such effects.