Does perceived organizational support matter? The effect of high-commitment performance management on supervisors'...

Area of Science:

• Organizational Behavior
• Human Resource Management
• Social Psychology

Background:

• High-commitment performance management (HCPM) is increasingly recognized for its potential impact on employee outcomes.
• The mediating role of perceived organizational support (POS) in the HCPM-performance relationship requires further empirical investigation.
• Understanding these dynamics is crucial for fostering positive work environments, particularly in manufacturing sectors like ready-made garment (RMG) organizations.

Purpose of the Study:

• To examine the direct and indirect effects of perceived high-commitment performance management (HCPM) on supervisor job performance (in-role, extra-role, and deviant behavior).
• To investigate the mediating role of perceived organizational support (POS) in the relationship between HCPM and supervisor job performance.
• To propose and test a motivational work environmental model grounded in social exchange theory.

Main Methods:

• A quantitative study employing Partial Least Squares Structural Equation Modeling (PLS-SEM).
• Data collected from a sample of 430 supervisors in ready-made garment (RMG) organizations in Bangladesh.
• Analysis focused on direct and indirect effects within the proposed model.

Main Results:

• Significant positive relationship found between HCPM and supervisor job performance.
• Perceived organizational support (POS) significantly mediates the relationship between HCPM and job performance.
• The findings support the proposed motivational work environmental model.

Conclusions:

• HCPM positively influences job performance, with POS playing a crucial mediating role.
• Implementing HCPM strategies can enhance employee productivity and organizational benefits through fostering a supportive work environment.
• Further research can explore optimizing HCPM and POS for superior work environments and enterprise success.