Perceived Organizational Support, Work Motivation, and Organizational Commitment as Determinants of Job Performance

Abstract

This study explored the extent to which perceived organizational support, work motivation, and organizational commitment predict individual differences in job performance workers. We expected positive relationship between POS, WM, and OC, and their substantial contribution in predicting job performance. 231 male skilled workers (28-45 yrs.) from different units of National Fertilizer Ltd. India participated in the study and completed Perceived Organizational Support Questionnaire, Employees Motivation Schedule, and Occupational Commitment Questionnaire. The job performance of the participants was rated by their immediate superiors through Performance Rating Scale. The findings supported the hypotheses of modest level positive correlation between POS, OC, and WM and their significant contribution in determining job performance. Among all the three classes of predictor variables, POS showed highest correlation with job performance followed by WM measure monetary gains, and affective commitment. Continuance commitment, need for goal achievement and competition, and non financial rewards have shown modest level association with performance. The stepwise regression identified a set of five variables which predicted best the job performance. In close agreement with social exchange views, perceived organizational support appeared to be most potent predictor of job performance. Two components of work motivation, i.e., need for monetary gains and goal achievement and competition were found contributing significantly to the prediction of job performance. It points to the importance of extrinsic sources of motivation for lowly paid industrial workers but at the same time they value intrinsic sources also. Among three components of OC, affective and continuance commitments were the better predictors of JP.

Advancing Organizational Support Theory into the Twenty-First Century World of Work

“…Furthermore, similar findings regarding POS in nonWestern countries such as Korea (Lee and Peccei 2007;Yoon and Thye 2002), Taiwan (Lin 2006;Wang 2009a, b), China (e.g., Chen et al 2005), India (Darolia et al (2010), Malaysia (Feng and Angeline 2010), and Nigeria (Ladebo Fig. 4 Model represents relationships among constructs within organizational support theory.…”

“…For example, research has suggested a positive relationship between POS and inrole performance, extra-role performance, organizational citizenship behaviors, or helping behaviors in samples from the United Kingdom (Mearns and Reader 2008), Iran (Asgari et al 2008), Korea (Choi 2006), China (e.g., Chen et al 2005;Hui et al 2007;Hung and Wong 2007), Taiwan (Chuang and Liao 2010;Wang 2009a, b), Belgium ( Vandenberghe et al 2007), India (Darolia et al 2010), Thailand (Bhanthumnavin 2003), and Nigeria (Ehigie and Otukoya 2005). Furthermore, Kuvaas (2008) found that POS moderates the relationship between perceptions of developmental human resources practices and individual performance among Norwegian bank employees and Humborstad et al (2008) found that POS mediated the relationship between empowerment and service willingness among Chinese workers.…”

Sosialisasi Organisasi, Kumpulan dan Tugas dalam Kalangan Ahli Baru Pegawai Tadbir Diplomatik

“…Bahkan kesejahteraan mereka itu akan turut melimpah kepada persekitaran mereka sama ada di tempat kerja malahan kepada keluarga juga. Hasilnya ia dapat menyumbang kepada motivasi pencapaian dan kepuasan hidup mereka (Eisenberger et al 1986;Harris et al 2007;Doralia et al 2010).…”

Triggering Employee Motivation in Adverse Organizational Contexts: “Going the Extra Mile” while Holding Hands with Uncertainty?

“…Thus, the employee's self-efficacy perception, the compensation provided by the organization in accordance with the employee's efforts, as well as organizational justice perceptions, the enrichment of skills and organizational policies, seem to be valid employee's motivation predictors (eg. : Lawler, 1994;Shore & Shore, 1995;Darolia, Darolia & Kumari, 2010).…”