Abstract
The aim of this study was to evaluate the effects of perceived organizational support on job satisfaction, as well as on job crafting and work engagement, which were thought to play a part in this interaction. The study sample consisted of back office workers in five-star hotels in the Kemer district of Antalya, Turkey. Study data were collected with the questionnaire technique. Analyses were performed on the data obtained from 270 employees. The structural validity of the measurement tools was tested with confirmatory factor analysis. The reliability of the scales was evaluated by calculating the internal consistency coefficients, and the scales were found reliable. Descriptive statistics and correlation and bootstrap regression analyses were used in the analysis of the study data. Analyses were performed with the softwares SPSS 22 and AMOS 21. Evaluation of the results showed significant relationships between all variables at moderate level. According to the mediation tests, perceived organizational support developed an effect on job satisfaction through job crafting and engagement.
TopIntroduction
Recent years saw frequent discussions in the field on actions towards increasing effectiveness and efficiency in organizations. Researchers focus their attention on the theme of organizational support, which is considered a positive influence on receiving desired behavior from employees and improving both individual and organizational performance.
As an attempt to explain the relations between the organization and employees, the concept of organizational support is based on the Social Exchange Theory. Emotional relationships between employees and the organization are positively influenced by the Perceived Organizational Support (POS) and thus the phenomenon of social exchange continues (Eisenberger et al., 1986). In this context, it is considered that POS contributes to the emotional bonding of employees, as it answers employee expectations that the organization values them, will not leave them alone in their bad days, and will always have their back. Employees give back in return even a greater support (Turunç and Çelik, 2010: 184). As a matter of fact, research shows that POS is associated with many work/employee outputs such as organizational commitment, job satisfaction (JS), organizational citizenship behavior, and intention to quit (Rhoades and Eisenberger, 2002; Wayne et al., 1997; Moorman et al., 1998; Settoon et al., 1996). In this context, POS can be seen as a variable which provides positive results related to business and organization (Turgut, 2014: 30).
There is a plethora of literature indicating how a high level of POS plays a role in achieving positive business results and its relation to work engagement (WE), job crafting (JC), and JS, which are among the variables of this study. However, the fact that there are no studies yet engaging all these four variables to investigate the role of JC and WE on work satisfaction is an important reason for contributing this study to the related literature.
In this study, hypotheses based on the organizational support, JC, WE, and JS, which were perceived in the context of theoretical and conceptual relations, were tested and their relationship and effect were investigated.
Key Terms in this Chapter
Work Engagement: Employee’s physical, cognitive, and emotional commitment to the job developed through the internalization of the work, opportunities of self-expression in the workplace, and high regard for their own role.
Job Satisfaction: It encompasses the attitude and motivation of the employee towards the job and the developments related to the job, the perceptions about job benefits, and the emotional responses to all of this.
Job Crafting: Job crafting is defined as the way in which employees shape their work, the way it is done, its scope and quantity according to their own physical and cognitive attributes.