An Empirical Study of Perceived Organizational Support and Affective Commitment in the Logistics Industry

Abstract

The study examines the impact of organizational rewards, procedure justice, and perceived supervisor support on perceived organizational support, and examine the impact of perceived organizational support on affective commitment to the organization in the logistic enterprises as well. Quantitative research is applied to measure relationships by regression analysis with SPSS. The research data was collected by convenient method from 180 employees who work in different departments in the logistics industry. The study results in the model 1 found that organizational rewards, procedure justice, and perceived supervisor support have a positive relationship to the perceived organizational support. The study results in the model 2 also found that perceived organizational support has strong impact on the affective commitment to the organization. The study results contribute to both management theory and management practice. For the management theory aspect, the authors suggest that perceived organizational support should be considered the key antecedent of affective commitment about which researchers should pay more attention as a concept. Based on the research results, the authors also recommend for the management practice that managers should pay attention to the implementation of rewards, procedure justice, and supervisor support to increase the perceived organizational support and affective commitment in the logistic enterprises.

Impact of Perceived Organizational Support on OCB in the Time of COVID-19 Pandemic in Hungary: Employee Engagement and Affective Commitment as Mediators

“…Studies on affective commitment based on social exchange theory have found that one important influencer of affective commitment is POS, and this effect can be direct [60,84] in both banking and trade sectors, or indirect [80,85] in banking and education sectors. Based on what has proposed above, the researchers hypothesized the following:…”

“…According to the theoretical framework suggested by Piercy et al [108], it was asserted that commitment can serve as a mediator in the relationship between POS and OCB. It gives the supporting logic for an association of commitment and POS [84], and commitment and OCB [60,70,72]. In a study conducted on the professional employees in the health care sector in Canada, the organizational commitment was found to mediate the relationship between POS with both OCB and employees' satisfaction of these employees; moreover, the study found that the perceptions of these employees toward HRM practices were more effective in enhancing OCB when it was associated with a positive POS to organizational commitment pathway [109].…”

Pengaruh Perceived Organizational Support, Self Efficacy dan Lingkungan Kerja terhadap Employee Engagement Karyawan PT. Pesona Arnos Beton

“…POS tidak hanya menjamin karyawan tentang sumber daya ekstrinsik seperti gaji dan tunjangan, tetapi juga memastikan adanya dukungan nyata dari organisasi, keyakinan, penghargaan, dan status (Biswas & Bhatnagar, 2013). Selain itu, perusahaan juga perlu mendukung karyawan ketika sedang berada dalam masalah atau kesulitan, senantiasa menjaga komunikasi, dan memahami apa yang dibutuhkan oleh karyawan untuk meningkatkan skillnya (Hoa et al, 2020). Ketika karyawan merasakan adanya dukungan dari organisasi yang mengalir, maka karyawan akan menunjukkan perilaku yang dapat membantu dan memercepat tercapainya tujuan organisasi (Mujiasih, 2015).…”

The Effect of Perceived Organizational Support on Work Engagement Through Job Crafting (Study At General Division Employees Of Bank Jatim Head Office Surabaya)

“…Demir, (2015) argues that organizational support refers to workers' perceptions of whether an organization cares about the welfare and contributions of its employees. Perceived organizational support means the need for social affection, effort, commitment, and individual loyalty recognized by that organization (Hoa et al, 2020). POS according to Stinglhamber et al ( 2020) is a social exchange process in which employees feel obliged to help the organization achieve its goals and expect their increased performance or efforts on behalf of the organization to be rewarded.…”