The Study Of Relationship Among Perceived Organizational Support, Self-efficacy And Job Performance

Sustained and stable development of enterprises depends on the continuousimprovement of its level of performance. However, the performance of the enterprise isrealized by the employee’s job performance. Enter the age of Humanistic Management,the study of employee-organization relationships has attracted more and moreattention on academic scholars. This paper, from the micro-level of employee-organization relationships, studies the relationship between perceived organizationalsupport and job performance. Most of the previous research focused on the directeffects of perceived organizational support and job performance, few studies concernedabout the indirect effects of perceived organizational support and job performance.Therefore, this paper, choosing the employees as the research object, explores in depththe direct and indirect effects of perceived organizational support on job performance,testing the intermediary role of self-efficacy. This study puts the perceivedorganizational support, self-efficacy and job performance into a integrate framework todescribe the relationship between the organization and employees more clearly.This paper applies three methods: the literature research, depth interviews andquestionnaires survey, to study theoretical model and empirical analysis. First, throughliterature research, the paper builds a theoretical model. The perceived organizationalsupport can be divided into three dimensions: work support, value recognition andconcern for the interests. Self-efficacy, as a psychological concept, is the belief of theindividual to complete a task. Job performance includes two dimensions of taskperformance and contextual performance. On the basis of the views above, the theoreticalmodel is proposed. Secondly, in order to guarantee the theoretical model is consistent withthe practical, the paper introduces semi-structured interviews to revise theoreticalmodel, and proposes research hypotheses, which lays the foundation for the empiricalanalysis. Then, this study deals with the data collected by factor analysis, correlationand regression analysis and other methods to verify theoretical models and hypotheses.Through research and analysis, the main conclusions of this paper are as follows：First, perceived organizational support has positive effects on job performance.Work support, value recognition and concern for the interests have positive effects ontask performance. Work support and value recognition have positive effects on contextual performance. Concern for the interests makes the largest contribution totask performance, value recognition makes the largest contribution to contextualperformance, but concern for the interests did not affect the contextual performance.Second, perceived organizational support positively affects self-efficacy. Worksupport and value recognition have positive effects on self-efficacy. And valuerecognition makes the largest contribution.Third, self-efficacy has positive effects on job performance. And self-efficacypositively affects task performance and contextual performance.Fourth, self-efficacy has an intermediary role between perceived organizationalsupport and job performance. Self-efficacy is a partial mediator between work support,value recognition, concern for the interests and task performance, a partial mediatorbetween work support, value recognition and contextual performance. But mediatingeffect between concern for the interests and contextual performance does not exist.There are two aspects theoretical value in this paper. On the one hand, from themicro-level, it enriches the content of employee-organization relationships, and tostudy the influence between perceived organizational support and job performance. Onthe other hand, this paper uses self-efficacy as a mediating variable, so as to emphasizethe relationships among three variables and to verify the direct and indirect effects toperceived organizational support on job performance.Finally, based on these results, the following recommendations are proposed: First,emphasize construction of management by objectives. Combining personal goals withorganizational goals, making employees’ tasks more clearly, to enhance the autonomyof the employees work, and help to improve job performance. Management byobjectives, as a "people-oriented" management system, increases the organizationalsupport and self-efficacy. Second, establish a reasonable system of remuneration. Theorganization pay employees timely when they contribute to better performance and itwill motivate employees to improve their performance. Third, strengthen constructionof corporate culture; build a feedback mechanism to maintain the information transferquickly and communication smoothly, enhance enthusiasm and self-confidence. Fourth,enterprise should arrange staff training to enhance skills and broaden knowledge level;improve employee competency, self-efficacy and increase employee job performance.