The Effects Of Organizational Support And Participation On Job Performance In The Hospitality Industry In Ghana

According to organizational support theory(OST),employees develop a general perception concerning the extent to which their work organization values their contribution and cares about their well-being(perceived organizational support,or POS).Building on organizational support theory and social exchange theory,this work studies the effect of organizational support and employee participation on employee performance in the context of the hospitality industry.In particular,the study aimed to investigate the mediating role of organizational identification and felt obligation between organizational support and employee participation on employee performance.Primary data was collected through questionnaires which were adopted from existing works of literature and distributed to the respondents online.A total of 500 respondents from four different hospitality industries in Ghana participated in this of which 348 responses were found to be eligible for the analysis.A simple linear regression was performed using SPSS statistical tool version 24 and Process Macro 4.3 was used to test the mediating relationships because of its robustness to violation of normality and ability to test individual relationships(Hayes,2017).The findings revealed a significant relationship between organizational support,employee participation,and employee performance.Organizational identification was found to partially mediate the relationship between organizational support and employee performance at the same time between employee participation and employee performance.On the other hand,felt obligation was not a statistically significant mediator between organizational support and employee performance.It was also found no significant mediator relationship between employee participation and employee performance.This study adds to the existing literature on organizational support,especially in the hospitality industry,and argues that there is a strong relationship associated between organizational support,employee participation,and organizational identification on employee performance.As such policymakers and managers in the service sector and the hospitality industry may be prompted by the findings to develop ideas and strategies to create an environment that supports employees and takes employee engagement into account.Finally,the paper presents the theoretical and managerial implications as well as the limitations and future studies which are further discussed in light of these findings.