The Impact of Managerial Support on the Association Between Pay Satisfaction, Continuance and Affective Commitment, and Employee Task Performance

Abstract

This research study explores the moderating effect of managerial support and mediating effect of continuance and affective commitment on the association of employees’ pay satisfaction and their task performance. Data were collected from the university’s faculty members of Kingdom of Saudi Arabia ( N = 610) at two phases in time through random sampling technique. For data analysis, descriptive statistics, Pearson’s correlation analysis, and Preacher and Hayes’s PROCESS macro were utilized. The result showed that commitment positively mediates the relationship between pay satisfaction and manager-rated task performance, whereas pay satisfaction has an indirect positive relationship with task performance through continuance and affective commitment and was stronger in faculty having high managerial support. The continuance commitment mediation for the relationship of pay satisfaction and task performance is stronger compared with the mediation of affective commitment for the same relationship. This study provides a significant contribution to the literature of pay satisfaction by proposing and analyzing the associations between pay satisfaction and task performance as mediated by forms of organizational commitment and first- and second-order moderation of managerial support. The current study adds to the limited research on the effect of managerial support and commitment on the association of pay satisfaction and their task performance in higher education sector of Saudi Arabia.

Impact of Management Support on Employee Commitment in Hotel Sector

“…The aim of this study was to assess the impact of MS on EC of employees working in hospitality sector of Malaysia. The findings of our study are consistent with the results of previous studies indicating the positive relationship between MS and EC (Dick & Metcalfe, 2001;Khalid, 2020). This suggests that if staff were to receive the required support from the managers, employees would show positive behaviour towards their organisation in exchange.…”

“…Once organizations have fulfilled the expectations and values of the employees, their commitment increases and they become willing to remain with the organization for longer period of time (Tansky & Cohen, 2001). Similarly, more recently a study conducted by Khalid (2020) also concluded that managers in the workplace can enhance the commitment level of their employees by showing respect and extending support to them.…”

“…Many studies have found the supervisor's support as one of the most significant factors affecting commitment (Adu, Li, Mohammed, Antwi, & Boamah, 2019;Khalid, 2020). Watson (2009) argues that employees who receive more support from supervisors show more commitment to their organization than those who receives less support from supervisors.…”

“…According to Eraqi (2006) tourism managers now recognize the importance of hiring and retention of highly committed employees for ensuring the quality of service delivery in a market that is under competitive pressure. The managers must extend their maximum support to their employees so that they are able to face the challenges by building a stable psychological atmosphere and establishing a community of trust within the organisation, which in turn will boost employee commitment (Khalid, 2020). Managerial support is the ability of managers to meet the schedules and responsibilities of employees and extending support that help employees handle their jobs and make them easier (Saridakis, Lai, Muñoz Torres, & Gourlay, 2020).…”

Antecedents of Perceived Job Commitment among Employees of Local Government in Ilesha Metropolis

“…They proposed that the key determinant of an individual's behaviour is that the expectation of behaviour that others have for him or her. Various antecedents of employee commitment have been investigated such as motivation (Afshari, 2020), team cognition (Kroll, DeHart-Davis, & Vogel, 2019), employee participation (Yahaya, 2020;Bryer, 2020), employee training and development (Paillé & Valéau, 2020), employee job satisfaction, employees' age and employee demographic characteristics (Roy, Weyman, Plugor, & Nolan, 2020), style management/leadership (Tuffour, Gali, & Tuffour, 2019;Abasilim, Gberevbie, & Osibanjo, 2019), job security (Hur, & Perry, 2019), employee productivity employee performance, and managerial support (Khalid, 2020;Wang, Weng (Derek), & Jiang, 2020).However, none of the reviewed studies haveinvestigated the combined influence of the assorted psychological factors like work-family conflict, job stress and self-concept on perceived job commitment among employees of local government authority in Ilesha Metropolis. To bridge the gap, the current study investigates the antecedents of perceived job commitment among employees of local government in Ilesha Metropolis using these psychological factors as a proxy of the antecedents.…”