PurposeThis paper investigates the impact of performance management (PM) practices on firms' financial performance and the mediating role of co-worker and supervisor support.Design/methodology/approachData were collected through a two-wave survey. The authors tested the hypotheses using data from 439 employees.FindingsThe authors find that PM practices positively influence a firm financial performance. The results also show a positive indirect relationship between PM practices and firm financial performance through co-worker support. The mediated effect is about 0.2 times as large as the direct effect of PM practices on firm financial performance. The results also show that supervisor support partially mediates the relationship between PM practices and firm financial performance.Research limitations/implicationsThe authors extend our knowledge of PM practices–firm financial performance relationships. The study advances the existing knowledge on this relationship beyond the traditional input-output models by exploring the mediating role of employee involvement in the relationship between PM practices and firm financial performance. Specifically, the authors' findings reveal that co-worker and supervisory support can act as a mediator in this relationship, shedding new light on the importance of employee/supervisor involvement in PM practices.Practical implicationsThe findings highlight the need for managers to take a crucial look at the importance of co-worker and supervisor support. This suggests that organisations can focus on providing adequate training to managers and supervisors to enhance their ability to provide social support to their employees. Organisations can also encourage a positive and supportive workplace culture to foster an environment that promotes employee engagement, motivation and performance.Originality/valueThe results of this study enrich the literature on PM practices–firm financial performance by conceptualising supervisor and co-worker support as mechanisms through which this relationship occurs. By so doing, the authors clarify how PM practices affect firm financial performance.

Even though copious studies have shown that a relationship exists between role conflict and the intention to stay on the job, the mechanisms that curb the relationship between role conflict and intention to stay have not often been explored. This study examined the moderating role of organizational support on the nexus between the components of role conflict and the intention to stay in the organization. Two hundred and eighty-seven (n=287) public sector employees were selected using the cross-sectional survey design for the study. Data was gathered using the Role Conflict Scale, Perceived Organizational Support Scale, and the Intentions to Stay Inventory. Multiple regression was used in analyzing the data. Findings indicated that a significantly negative relationship exists between the two components of role conflict (inter-role and intra-role) and the intentions to stay in the organization. There was a positive nexus between perceived organizational support and the intentions to stay in the organization. The nexus between the two components of role conflict and the intentions to stay in the organization was moderated by perceived organizational support. The results provide some crucial insights for employers on how to inspire employees to stay in the public service. The limitations, recommendations, and implications for future studies have been emphasized.