The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes
(2014) Revue Européenne de Psychologie Appliquée — Vol. 64, n° 5, p. 259-267 (2014)
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- Abstract
- Introduction/objective. – The objective of this study was to investigate the relationship between perceivedorganizational support and work engagement. On the one hand, we examined an underlying mechanismof this relationship, i.e. self-efficacy. On the other hand, we studied the outcomes of this relationship interms of employees’ job satisfaction, psychological strains and performance. Method. – An 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 supervisorsparticipated in the study. Results. – Our results indicated that self-efficacy partially mediates the relationship between perceivedorganizational support and work engagement. Furthermore, work engagement increased job satisfaction,reduced psychological strains and enhanced extra-role performance. Conclusion. – This study contributes to the development of both work engagement literature and orga-nizational support theory. The implications and limitations of this research are discussed in detail.
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Caesens, G., & Stinglhamber, F. (2014). The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes. Revue Européenne de Psychologie Appliquée, 64(5), 259-267. https://doi.org/10.1016/j.erap.2014.08.002 (Original work published 2014)