The influence of perceived organizational support on employee creativity: The mediating role of work engagement

Abstract

The aim of this study is to examine the relationship between perceived organizational support and employee creativity mediated by work engagement. We report the results from a questionnaire survey on a sample of 492 professional employees (219, 44.51% females and 273, 55.49% males) employed in two major industries in the United Kingdom.Our findings based on regression analysis show that work engagement mediates the relationship between perceived organizational support and employee creativity. In summary, employees who experience perceived organizational support will promote work engagement and employee creativity more so than employees with low levels of perceived organizational support. We contribute to knowledge by proposing an overall theoretical background to organizational support theory and the job demands-resources model by incorporating social exchange theory. To-date, very few studies have examined the role of work engagement in the relationship between perceived organizational support and employee creativity. While researchers know how perceived organizational support effects employees' commitment, productivity, satisfaction and turnover intention, this study concentrates on how perceived organizational support leads to employee creativity.

The Relationship between Perceived Organisational Support and Creative Performance of Employees: A Study from the Public Sector in Syria

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The Relationship Between Work Engagement and Job Performance: Psychological Capital as a Moderating Factor

“…The Relationship Between Work Engagement and Job Performance Work engagement is a positive and complete emotional and cognitive state related to work, associated with the characteristics of persistence and dispersion (Li and Ling, 2007;Aldabbas et al, 2021). Based on findings from previous studies, there remains debate regarding the relationship between job involvement and job performance.…”

Perceived Organizational Support and Creativity of Science-Technology Talents in the Digital Age: The Effects of Affective Commitment, Innovative Self-Efficacy and Digital Thinking

“…Since the formation of creativity not only requires individuals to be motivated to try, but also requires individuals to have the confidence and ability to break through, previous studies have mostly analyzed the factors influencing creativity at a single "willingness" level, such as calling 68 and work engagement. 16,17 This study further enriches the exploration of creativity influencing mechanisms by exploring the formation of creativity at both the "willingness" and "ability" levels.…”

“…15 In the digital era, science-technology talents with digital thinking can not only objectively view the organization's attitude toward them, as well as their status and value in the organization, and improve their emotional attachment to the organization, but they can also dialectically and critically view the vast amount of digital information, explore potentially useful information, improve resource utilization efficiency and innovation effectiveness, and enjoy innovative thinkers. The existing literature was primarily based on stressors, 16 work engagement, 17 and other perspectives to investigate the influencing factors of creativity without introducing elements of the digital era into the context of the digital era, and there were few studies on the creativity of science-technology talents, as well as the mechanism of the role of perceived organizational support and creativity in the digital environment.…”