The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes |
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| Affiliation: | 1. College of Education, University of Nevada Las Vegas, United States;2. School of Education, University of New South Wales, Australia;3. School of Linguistics, Adult, and Specialist Education, University of Southern Queensland, Australia;1. Eindhoven University of Technology – The Netherlands;2. Erasmus University Rotterdam, The Netherlands |
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| Abstract: | Introduction/objectiveThe objective of this study was to investigate the relationship between perceived organizational support and work engagement. On the one hand, we examined an underlying mechanism of this relationship, i.e. self-efficacy. On the other hand, we studied the outcomes of this relationship in terms of employees’ job satisfaction, psychological strains and performance.MethodAn online questionnaire was administrated to employees of two private companies. Employees’ performance was then evaluated by their direct supervisors. In total, 265 employees and 112 supervisors participated in the study.ResultsOur results indicated that self-efficacy partially mediates the relationship between perceived organizational support and work engagement. Furthermore, work engagement increased job satisfaction, reduced psychological strains and enhanced extra-role performance.ConclusionThis study contributes to the development of both work engagement literature and organizational support theory. The implications and limitations of this research are discussed in detail. |
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| Keywords: | Perceived organizational support Work engagement Self-efficacy Performance Soutien Organisationnel Perçu Engagement Sentiment d’efficacité Performance |
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