Determining the Impact of Supervisory Support on Employee Engagement in the Telecommunication Sector of Ghana: The Role of Supportive Organizational Culture

Abstract

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.

Investigating the Relationship Between Local Business and Employment Creation for Poverty Reduction in Northern Ghana: The Moderating Role of Local Economic Development (LED) Policy

“…In contrast, the model has collinearity issues when the variance inflation factor values are less than five. According to the results of the VIF evaluation in Table 4, values lesser than 5 were found, indicating that the model used in this study does not suffer from collinearity, supporting those of Ahakwa et al (2021b, 2021c), Chen et al (2022), and Odai et al (2021).…”

“…According to the results of the VIF evaluation in Table 4, values lesser than 5 were found, indicating that the model used in this study does not suffer from collinearity, supporting those of Ahakwa et al (2021bAhakwa et al ( , 2021c, Chen et al (2022), andOdai et al (2021).…”

Green Human Resource Management Practices and Environmental Performance in Ghana: The Role of Green Innovation

“…In contrast, LM produced RMSE figures of 0.575, 0.668, 0.580, and 0.709, respectively, for the model estimation using PLS-RMSE. So, the negative values obtained in Table 10 after deducting the PLS-RMSE values from the LM-RMSE values indicated a high predictive power of the model, supporting those of Ahakwa et al (2021c), Quagraine et al (2021), and (Odai et al, 2021).…”

“…Kim (2019) proposed that if the VIF values are more than 5, there is a collinearity problem with the model, whereas VIF values less than five mean there is no collinearity problem with the model. From Table 3, it is evidenced that all the values of the VIF assessment are lesser than the threshold value signifying that the model has no collinearity problems, supporting those of Ahakwa et al (2021a) and Odai et al (2021). Also, the occurrence of a VIF greater than 3.3 is proposed as an indication of pathological collinearity and indicates that the model may be contaminated by CMB.…”

How does a good leader–member relationship motivate employees' innovative behaviour?

“…In a general work scenario, supervisors are not only the source of information but also influence the evaluation of employees' work performance (Jasimuddin and Naqshbandi, 2018; Lee et al ., 2019). Therefore, supervisor support means that managers support, encourage and value the work of employees (Bozer and Jones, 2018; Odai et al ., 2021), which can have a very positive effect on the career development of subordinates (Sattavorn, 2018) and is also important for motivating, developing and retaining employees (Mishra et al ., 2019). On the one hand, leaders conduct hierarchical management and resource allocation in the context of the various ‘relationships’ at work, with a good LMR making it easier for subordinates to obtain the resources provided by the supervisors (Ishak et al ., 2022), thus generating a stronger level of perceived supervisor support.…”