Work: covenant, social support and their impacts on multiple performance outcomes

Abstract

PurposeApplying social exchange and job demands resources theories, this study aims to proposes a research model in which work engagement (WE) mediates the influence of work social support on job satisfaction (JS), in-role performance (IRP) and creative performance (CP).Design/methodology/approachData were collected from cabin attendants via three surveys two weeks apart and their pursers. The aforesaid relationships were assessed through structural equation modeling.FindingsIn general, there is support for the preponderance of hypotheses. Specifically, WE completely mediate the impact of coworker support on JS and IRP, whereas the impact of supervisor support on CP is completely mediated by WE. WE partly mediate the effect of coworker support on CP. Further, the effect of supervisor support on JS and IRP is partly mediated by WE.Originality/valueThe study extends and contributes to the current service research by assessing the impact of WE simultaneously on three performance outcomes. And it adds to current knowledge by investigating the mediating mechanism linking work social support to the attitudinal and behavioral outcomes. It also controls the threat of common method variance with at least two procedural remedies, which have been rarely used in the current service research.