The modeling relationship between perceived organizational support, work engagement and job performance of grassroots administrative staff in newly-established Universities in Sichuan, China

• Main Author: Wan, Peng
• Format: Thesis
• Language: English; English; English
• Published: 2019
• Subjects: HF5549-5549.5 Personnel Management. Employment
• Online Access: https://etd.uum.edu.my/8679/1/s901960_01.pdf; https://etd.uum.edu.my/8679/2/s901960_02.pdf; https://etd.uum.edu.my/8679/3/s901960_references.docx; https://etd.uum.edu.my/8679/

The newly-established universities of Sichuan play an important role in the development of the Chengdu-Chongqing economic zone which is the fourth largest economic growth in China and regarded as a new engine of Chinese development. However, the job performance of administrative staff and its antecedents in newly-established universities have so far received less attention and concern in both practice management and academic research. Previous studies found that perceived organizational support and work engagement have some relationship to job performance. This study is undertaken to investigate the job performance of administrative staff by determining the relationship between perceived organizational support, engagement and job performance. The quantitative method is employed. Cluster sampling technique is used in the survey and data is collected via self-administered online questionnaires, utilizing perceived organizational support scale, Utrecht work engagement scale and job performance scale. A total of 426 administrative staff participated in the survey. SPSS and AMOS are utilized to conduct the process of data analysis, and hypotheses are tested by using structural equation modeling. The results indicate that the level of perceived organizational support (mean=2.78, SD=0.69), work engagement (mean=2.70, SD=0.72), and job performance (mean=2.53, SD=1.04) among grassroots administrative staff is relatively low. Organizational support and work engagement have a positive significant effect on job performance. The findings also reveal that the effect of perceived organizational support on job performance is mediated by work engagement. Furthermore, the modeling relationship among dimensions of perceived organizational support, dimensions of work engagement and dimensions of job performance are examined. The study suggests to give more material and spiritual support to university administrative staff and create an engaged culture and atmosphere. In particular, diverse human care should be provided to show that universities identify the value of administrative staff. The study also serves as a theoretical background for further research.