The study of relationship between percived organizational support and performance of personnel at Rajamangala University of Technology Isan.

AuthorJitnom, Saowaluk

    Present competitive situation in global environment and organization management become to be increasing severity competitiveness so that continuous adjustment and development must be done to be survives and defeat of crisis encountered where organizational leader is a key to lead the achieve attainment (Howell and Merenda, 1999). According to business environment changes, criterions and requirements of doing businesses must be established to create the proper strategy in order to achieve the organization objectives under the rigid competitive circumstance. Also, organizations have to formulate the human resource strategies in functional level with the clear and concrete operationalization. The objective is enable to the organization to exist and create sustainable competitive advantage (Day and Nedungadi, 1994). The organization must have the internal resources over its competitors. So resources can be utilized in the business significantly to create a competitive advantage over rivals by focus on intangible resources. Resource based view (RBV), which has the support of the concept that describes the features of the organizational interior competency to contribute the achievement including: corporate culture, human resource management, new product development, belief, values, technology and so on. Human resources are a key component of the organization that is responsible for work assigned by the organization to achieve the goals set out. Therefore, human resources that have quality and efficiency to the enterprise survive the goals effectively. Currently, business world is extremely competitive performance so human resources depend on many factors. Personality is a key component to demonstrate relationship between organizational behaviors and work practice. Thus, the organization has attempted to develop procedures of human resources for labor force to appropriate achievement. Because of the organization has human resource benefit of effectiveness strategic competitive advantage (O'Reilly and Pfeffer, 2000). Many research have shown that when employees feel that they received the perceived organizational support which they will return to support to organizational participation behavior (Eisenberger et. al., 1986). Employees are feel valued by diligently work to accomplish the organizational goals (Eisenberger et al, 1990). The prior study suggested that personality has been studied as a predictor variable in a range of occupational setting (Clarke and Robertson, 2008). Some researchers propose that a recovery of interest in the validity of personality measures as predictors of job performance (Barrick and Mount, 1993).

    Therefore, organizations will increase their motive, and even achieve an organizational objective if they accept the organizational citizenship behavior over time. Moreover, the previous research has suggested that perceived organizational support as a source of task performance in organizations should be of value to all about the position of human resource management (Riggle, Edmondson and Hansen, 2008). Perceived organizational support is based on ability to identify on perceived organizational support theory and social exchange theory. Accordingly, we use these approaches to apply for our conceptual framework. Correspondingly, Social exchange has been the superior theoretical framework used to illustrate employee organizational citizenship behaviors (Organ, 1990). A most emphasize viewpoint of social exchange theory is that of exchanged reinforcement. This concept advises that an individual's action toward another are based on the prospect of a valued response. Therefore, social exchange is a motivation-based viewpoint to descript citizenship behavior is useful (Rioux and Penner, 2001; Finkelstein, 2006; Bove, 2008). In summary, previous theoretical and empirical research proposes that there is good reason to believe that perceived organizational support and organizational citizenship behavior influence in-role performance. There are, however, several potential ways in which this might happen.

    An important goal of this study is to investigate the influence of the perceived organizational support on organizational citizenship behavior in both direct and indirect relationships and organizational citizenship behavior is positively associated with in-role performance. The vital perceived organizational support and organizational citizenship behavior provide a key to the power understanding in the relationship to motivation plan and job performance. Organizations with perceived organizational support and organizational citizenship behavior have the competencies to encounter to utilizing new opportunities organizational achievement objective. The key research questions are: (1) How does perceived organizational support have an influence on in-role performance? and (2) Does organizational citizenship behavior has mediator on the relationship?

    This study is outlined as the following. The first reviews existing important literature in the areas and streams of the various approaches to the constructs, and advances the key research hypotheses. The second obviously reports particulars the methodology, including data collection, measurements, and statistics. The Third presents the analysis of results and corresponding discussions. The last summarizes the findings of the current study and ideas both theoretical and managerial contributions, and offers suggestions of future directions together with the conclusion.


    Appropriate literature is improved for the conceptual framework exhibited in Figure 1 on the basis of existing research. The framework describes the effect of perceived organizational support on in-role performance through mediator of organizational citizenship behavior.

    The conceptual framework obtains from examination of the social exchange theory. Many scholars argued that social exchange theory related to exchange relationship between two parties regularly goes beyond pure economic exchange and contributes social exchange(Cropanzano et, al., (2003). Correspondingly, organizational scholars described that employer and employee exchange both impersonal resources such as money, services, and knowledge and socioemotional resources such as esteem, approval, and assistance (Eisenberger et, al.; 2001, Blau, 1964). Therefore, social exchange theory has recently been utilized in organizational research to demonstrate the motivational basis behind employee attitudes and behaviors in organizations (Wayne et, al., 2002). When individuals...

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