Document Type : Research Article
Authors
1 PhD of Psychology, Razi University, Kermanshah, Iran
2 Associate Professor, Department of Psychology, Faculty of Social Sciences, Razi University, Kermanshah, Iran
Abstract
Introduction
The purpose of this study was to investigate the effect of perceived organizational support on job engagement and organizational citizenship behavior with mediating role of psychological capital.
Method
The research population included all employees of Oxin Steel Company in Ahvaz in 2016, from which 300 people were selected by simple random method. The research instruments included Perceived Organizational Support Questionnaire (Eisenberger et al., 1997), Psychological Capital Questionnaire (Luthans et al., 2007), Work Engagement Scale (Schaufeli et al., 2012) and Organizational Citizenship Behaviors Questionnaire (Podsakoff, et al., 1990). The research design was correlational through structural equation modeling (SEM). Evaluation of the proposed model was done using SPSS and AMOS version 22 software. In order to determine the significance of mediation effects in the proposed model, the bootstrap method was used in the preacher and Hayes (2008) Macro program.
Results
The results of the study showed that the proposed model has a good fit with the data. The direct effects of perceived organizational support and psychological capital on job engagement and organizational citizenship behavior were significant. Findings also showed that perceived organizational support has direct effect on psychological capital (the mediator). Results of indirect effects supported the mediating role of psychological capital in the relationship between perceived organizational support and job engagement and organizational citizenship behavior.
Discussion
When employees perceive organizational support, it enhances their psychological capital and the result is more job engagement and also organizational citizenship behaviors. On the basis of this results, for increasing perceived organizational support, recommended to to announce employees frequently that desirable practices which organization prepare for them like promotions and rewards, job safety, and autonomy, leads to decreasing organizational and job stressors, arising from discretion of the organization to improve employees' well-being at work setting. In other words, there is not any external power to force the organization to create pleasant working conditions. To practice this, top managers should focus their concern toward employees' well-being. It should also contain development of a kind of organizational culture that supervisor support be rewarded and noticed and a part of supervisor's performance appraisal be assigned to the quality of supervisor-subordinate relationship.
Keywords
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