THE CAUSAL FACTORS INFLUENCING THE JOB PERFORMANCE OF EMPLOYEES IN LOCAL ADMINISTRATION, THAILAND
DOI:
https://doi.org/10.14456/tisr.2023.14Keywords:
Perceived Organizational Culture, Perceived Organization Support, Work Engagement, Job PerformanceAbstract
The objectives of this research are as follows 1) study the levels of Perceived Organizational Culture, Perceived Organization Support, Work Engagement, and Job Performance 2) investigate the influence of Perceived Organizational Culture, Perceived Organization Support, and Work Engagement on Job Performance and
3) examine the mediating role of Work Engagement between Perceived Organizational Culture, Perceived Organization Support, and Job Performance. The research employs a mixed method research to collect data from a sample group of 334 individuals. The findings of the research are as follows: 1) Work Engagement has the highest average level, followed by Perceived Organizational Culture, Perceived Organization Support, and Job Performance, all of which are at high levels 2) Perceived Organizational Culture significantly influences Job Performance at a statistically significant level of .01. It also significantly affects Work Engagement at a statistically significant level of .01. Perceived Organization Support has a significant impact on Job Performance at a statistically significant level of .01. It also significantly influences Work Engagement at a statistically significant level of .01 and 3) Work Engagement partially mediates the relationship between Perceived Organizational Culture and Job Performance on the other. Additionally, Work Engagement fully mediates the relationship between Perceived Organization Support and Job Performance.
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