Impact of Perceived Organizational Support on Work Engagement: Mediating Mechanism of Thriving and Flourishing

Muhammad Yasir Imran,Fouzia Ashfaq,Ghulam Abid,Sehrish Ilyas,Natasha Saman Elahi

doi:10.3390/joitmc6030082

Abstract

Based on organizational support theory, this study examined the indirect influence of perception of organizational support on employee work engagement with the mediating influence of flourishing and thriving at work. Data were collected by utilizing the self-administered questionnaires related to study variables in two different time periods. Using PROCESS Macros on an actual sample of 638 employees, the study found that perceived organizational support was positively associated with employee flourishing, thriving, and work engagement. Moreover, perceived organizational support indirectly influences work engagement via thriving and flourishing. The study provides many insights into evolving constructs (i.e., thriving and flourishing) and examines how organizations can create the psychological state and well-being (hedonic and eudemonic) of employees through the perception of organizational support.

Highlights

To remain competitive and successful, organizations have to adjust themselves swiftly to a dynamic environment [1] and permit their employees to thrive in the workplace [2,3,4].Thriving personnel are considered as a source of competitive advantage [5,6] and contribute a very important role in organizational success because thriving employees perform better [7], stay healthier, are proactive, self-learners, career-oriented, and disburse higher attention toward organizational goals [8,9,10]
Our study examined the effect of perceived organizational support on work engagement through flourishing and thriving at work by using PROCESS Macros [59] (Model 4) with the 1000 bootstrapping technique
The results showed that perceived organizational support positively influenced thriving (β = 0.30, t = 10.61, p < 0.001), supporting

Summary

Introduction

To remain competitive and successful, organizations have to adjust themselves swiftly to a dynamic environment [1] and permit their employees to thrive in the workplace [2,3,4].Thriving personnel are considered as a source of competitive advantage [5,6] and contribute a very important role in organizational success because thriving employees perform better [7], stay healthier, are proactive, self-learners, career-oriented, and disburse higher attention toward organizational goals [8,9,10]. To remain competitive and successful, organizations have to adjust themselves swiftly to a dynamic environment [1] and permit their employees to thrive in the workplace [2,3,4]. Likewise, thriving has a positive association with health, job satisfaction, self-development, citizenship behavior; commitment toward organizations, task and creative performance, and organizational citizenship behavior has a negative association with burnout and turnover intention [6]. Many studies have underlined the significance of thriving in the setting of an organization [15]. In spite of the effect of these relational factors on thriving, limited studies have observed the perception of the organization (relational factor) effect on thriving in the work setting of a South Asian context

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Discussion

Conclusion