Purpose- Organizations that enforce effective supervisory support through their cultural traits see their employees reciprocating through positive outcomes. The study explored the impact of supervisory support on employee engagement in Ghana’s telecommunications sector and the moderating effect of supportive organizational culture on the relationship. Design/Methodology- A correlational descriptive research design was adopted. A sample of three hundred and fifty-three (353) employees was drawn randomly from a top selected telecommunication company in the Accra Metropolis of Ghana. Information collated were analyzed using Statistical Package for Social Sciences (SPSS version 26) and partial least square based on Structural Equation Modeling (SEM) Findings- The findings indicate that supervisory support significantly influences employee engagement. Again it was revealed that supportive organizational culture influences employee engagement and substantially moderates the relationship between supervisory support and employee engagement. Practical Implications- The findings provide valuable suggestions for organizations, managers, and supervisors to emphasize on measures such as a robust feedback system, training of supervisors, and enhancing employees' freedom to operate within the organization, which increases employee engagement and optimizing the organization’s competitive advantage.

Many employers and researchers across the globe have, over the years, adopted different approaches that can ensure employees' commitment to an organization. In this study, we seek to find a linkage between Job Autonomy, Organizational Learning, and Work Environment towards Organizational Commitment of public sector employees in Ghana. Data were obtained from three hundred and thirty (330) employees of five (5) Metropolitan, Municipal and Districts Assemblies (MMDAs) in the Ashanti Region of Ghana through the use of simple random probability sampling. However, three hundred and fifteen (315) accurate responses were used in the analysis due to incomplete and missing figures. Data were analyzed using partial least squared based on Structural Equation Modeling (SEM). The findings revealed that organizational learning has the greatest outcome on organizational commitment and was statistically significant at p< 0.05. This finding provides useful suggestions for institutions, employers, and policymakers to promote organizational learning among employees through in-service trainings, knowledge distribution, and group behavior. The result can serve as a practical tool to boost organizational commitment towards achieving organizational goals.

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