Organizational support sources and job performance relations: what about occupational commitment?

Abstract

ABSTRACTThe present study investigates the relationship between organizational social support sources and perceived job performance, as well as the potential mediating role of employees’ occupational commitment. Using self-reported data from 300 hospitality industry employees, proposed research questions were investigated using structural equation modeling. The findings indicate that supervisor and co-worker support have a significant effect on job performance. However, there was no significant relationship between perceived organizational support and job performance. The current study also showed that occupational commitment partially mediated the relationship between perceived co-worker support and extra-role job performance.