Perceived Supervisor Support: An Essential Mechanism in the Relationship between Human Resource Development, Work Engagement, and the Job Performance of Employees in the Organization
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Abstract
Although previous studies have shed light on the crucial role of human resource development in improving employees' job performance, the explanation of the psychological mechanisms and boundary conditions underlying the relationship between human resource development and employee performance is still limited, particularly in the context of Thai organizations. This research aims to 1) examine the role of work engagement as a mediating variable in the relationship between human resource development and employee performance, and 2) examine the role of perceived supervisor support as a moderating variable in this relationship. Social exchange theory was used as a basis to explain the relationship. This research is a case study that used questionnaires to gather data from 108 full-time employees of one of Thailand's leading beverage manufacturers and distributors. Structural equation modeling revealed that human resource development has a positive effect on employee performance via work engagement. Furthermore, perceived supervisor support was found to strengthen the influence of human resource development on employee performance via work engagement, especially when employees perceive high levels of supervisor support. This research provides evidence and highlights the importance of supervisors in enhancing employees' work-related outcomes. Executives should integrate human resource development plans and supervisor support to enhance employees' work engagement and performance.
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