[ 22nd September 2022 by Yating Yang 0 Comments ]

Decision-making participation eulogizes probability of behavioral output; job satisfaction, and employee performance (evidence from professionals having low and high levels of perceived organizational support), Imran Shahzad, Dr. Muhammad Farrukh, Nagina Kanwal and Ali Sakib

Imran Ahmed Shahzad
Post Graduate Center
Limkokwing University of Creative Technology, Cyberjaya
Malaysia
Department of Graduate Studies
SKEMA, Sophia
France
Email: imran_rana77@hotmail.com
Dr. Muhammad Farrukh
Faculty of Business & Management
Cyberjaya University College of Medical Sciences, Cyberjaya
Malaysia
Nagina Kanwal, Ali Sakib 
Post Graduate Center
Limkokwing University of Creative Technology, Cyberjaya
Malaysia

DOI: 10.1108/WJEMSD-01-2018-0006

Purpose: The purpose of this paper is to test social exchange in the presence of perception about organizational support theory.
Design/methodology/approach: Data have been collected through a questionnaire survey at a primary level and were analyzed primarily by smartPLS.
Findings: Results show that all relationships among study variables are highly responsive to the perception about organizational support. Nonmonetary rewards create reciprocity of employee performance (EP), but their magnitudes get affected where practioners need to pay specific attention on employee perception about organizational discretionary arrangements.
Research limitations/implications: The sample size for this study was taken only 10 percent from the top ten banking organizations and these organizations were selected from three big cities only including two provincial capitals. Purposive/judgmental sampling technique is being used for the data collection purpose. As moving out from these cities earning opportunities, langue and behaviors are different; so, the results cannot be generalized to the entire country and other industries.
Practical implications: All managers who are intended and assigned for the increase in overall firms’ performances can achieve their targets and goals by focusing on decision-making participation (DMP) through job satisfaction. Further to this, in order to increase the strength of exchange relationship where firms can introduce DMP to increase employees’ performance, perception about organizational support (if it is to be focused) to its workers well-being can yield and induce employees to perform more.
Originality/value: This study ensures researchers not to forget to check the impact of perceived organizational support during a discussion on social exchange and more specifically nonmonetary part of the exchange. This study suggests the way to increase employee outcomes is by focusing on the employee perception about the organizational care about them and involving them in DMP which does not involve any monetary benefits and ultimately managers and organizations can concentrate on these points to have the overall increase in EP, while keeping themselves in limited or available budgets/resources.
Keywords: Perceived organizational support; Job satisfaction; Employee performance; Decision-making participation; Organizational support theory; Personal construction theory.
Citation: Shahzad, I.A., Farrukh, M., Kanwal, N. and Sakib, A. (2018), "Decision-making participation eulogizes probability of behavioral output; job satisfaction, and employee performance (evidence from professionals having low and high levels of perceived organizational support)", World Journal of Entrepreneurship, Management and Sustainable Development, Vol. 14 No. 3, pp. 321-339. https://doi.org/10.1108/WJEMSD-01-2018-0006

WJEMSD V14 N3 2018 Shahzad et al..pdf
WJEMSD V14 N3 2018 Shahzad et al..pdf
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