Tag Archives: perceived organizational support.

An Empirical Study of the Influence of Perceived Organizational Support, Leader Member Exchange and Proactive Personality on Turnover Intention and Innovative Work Behavior: The Mediating Role of Employee Engagement (Published)

Purpose: The authors investigate employee engagement at work for employees as the mediating mechanism for the influence of perceived organizational support, leader member exchange, and proactive personality on turnover intention and innovative work behavior. It critically reflects on the issue of employee engagement to develop the theoretical model of this study and provide empirical evidence to explain the link between perceived organizational support, leader member exchange, proactive personality, employee engagement, innovative work behavior and turnover intention with the aim of increasing the levels of engagement in the workplace, lowering the turnover intention and increasing creativity and innovative work behavior. Design/methodology/approach: Data is collected from 142 employees and managers in Saudi context, and statistical analysis is performed on SPSS 28 and Mplus 8.7, conduct CFA and structural equation modeling. Findings: The results are concluded by the quantitative approach to investigate the relationships under this study. Findings confirm the impact of mediation of employee engagement in the effect of perceived organizational support, leader member exchange and proactive personality on innovative work behavior and turnover intention. The mediation of employee engagement in the effect of perceived organizational support, leader member exchange and proactive personality on turnover intent is a negative correlation. Originality: A theoretical framework is proposed whereby the model is evaluated with SPSS and structural equation modeling. This study contributes to the literature regarding the struggle of disengagement in the workplace and its implications for management.

Citation: Maha Khan and Suad Dukhaykh (2022) An Empirical Study of the Influence of Perceived Organizational Support, Leader Member Exchange and Proactive Personality on Turnover Intention and Innovative Work Behavior: The Mediating Role of Employee Engagement, Global Journal of Human Resource Management, Vol.10, No.4, pp.32-59

Keywords: Employee Engagement, Turnover Intention, innovative work behavior, leader member exchange, perceived organizational support., proactive personality

Perceived Organizational Support and Employee Performance in Selected Commercial Banks in South East Nigeria (Published)

The seeming lack of support of employees by the organizations studied in form of low career development prospect, poor participatory avenue and low management care necessitated this study whose broad objective was to determine the type of relationship that exists between Perceived Organizational Support and Employee Performance in selected Commercial Banks in South East Nigeria. The study was anchored on Organizational Support Theory (OST) and Social Exchange Theory (SET). Correlation Research Design was employed for the study. The population of the study was 1552 and Krejcie and Morgan (1970) sample size formula was adopted to arrive at a sample size of 308. Pearson’s Product Moment Correlation Coefficient was used for the analysis. The findings indicated that Management Support significantly and positively related with Felt Obligation in the selected Commercial Banks in South East Nigeria. (Cal. r .929 >Crit. r .138). The study concluded that Perceived Organizational Support had a significant positive relationship with employee performance in the selected commercial banks in South East Nigeria. It was recommended that Management of the focused firms should do well to show employees genuine love and support not only as it relates to their jobs but also in the private endeavours of the employees.

Keywords: Employee Performance, felt obligation, management support, perceived organizational support.