The Influence of Perceived Organizational Support on Job Performance of Employees in Construction Companies in Bangkok and Metropolitan Area
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Abstract
This research aimed (1) to examine the levels of perceived organizational support, work engagement, organizational citizenship behavior, and employee performance, and (2) to investigate organizational citizenship behavior as a mediating factor linking perceived organizational support, work engagement, and employee performance by using a mixed-methods approach. The quantitative phase involved a sample of 500 employees from construction companies, while the qualitative phase utilized in-depth interviews with 10 experts from top-performing companies recognized in 2024. The research tools included a questionnaire, and data analysis was conducted using descriptive statistics and structural equation modeling (SEM) via AMOS for Windows version 21.0.0.
The findings revealed that perceived organizational support had a significant positive direct effect on work engagement and employee performance, with path coefficients of 0.826 and 0.304, respectively. However, it had a significant negative direct effect on organizational citizenship behavior and employee performance, with coefficients of -0.578 and -0.209, respectively. Work engagement had a significant positive direct effect on both organizational citizenship behavior (0.997) and employee performance (0.381). Additionally, organizational citizenship behavior had a significant positive direct effect on employee performance (0.429), with all effects being statistically significant at the 0.01 level. The results from the qualitative phase supported the quantitative findings in all aspects, including perceived organizational support, work engagement, organizational citizenship behavior, and employee job performance.
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