An Empirical Study to Evaluate the Influence of Organizational Support and Job Commitment on Job Performance: An Evidence from Pakistan
DOI:
https://doi.org/10.52633/jemi.v4i1.177Keywords:
Organizational Support, Job Commitment, Job Performance, HRM Practices, Leader-Member Exchange (LMX) Theory, Human Resource ManagementAbstract
In this research paper, the facts about the impact of organizational support and commitment on job performance are intended to be produced and presented. The study validates the study findings by collecting primary data from 120 respondents through questionnaire distribution using a convenient random sampling technique. This is a cross-sectional research study supported with the findings of empirical as well theoretical evidence. The data was collected using a closed-ended and self-explanatory questionnaire. According to the findings, the study found all hypotheses accepted that claim that job performance is dependent on organizational support and there is a positive relationship between the variables; job commitment has a direct and positive relationship to job performance, and both organizational support and commitment have a positive and influencing relationship with the job performance. Whereas we also identified that organizational support has a strong correlation with job performance; job commitment has also been found to have a strong correlation with job performance at a highly significant level. This bivariate correlated study has significant support for organizations based in Pakistan and in similar cultures to produce and enhance job performance while increasing job commitment and organizational support of their employees. Theoretical as well as empirical evidence strongly supports the findings of this study and recommends organizational practitioners to consider both organizational commitment as well as organizational support while making any corporate-level decision related to enhancing job performance and productivity.
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