The Power of Perceived Organisational Support in Shaping Organisational Commitment: The Mediating Roles of Self-Efficacy and Job Satisfaction

Abstract

Developing a culture of positivity and trust is fundamental in overcoming obstacles at work. A positive and credible work environment is primarily dependent on organizational support. Organizational support creates a work atmosphere where employees can flourish and have a part in the company's success. Given this, this study investigates the impact of perceived organizational support (POST) on organizational commitment (ORC) in the telecom industry in Chennai. A sample size of 470 employees was surveyed to understand the relationship between these variables. Stratified random sampling was implemented to single out the respondents. Top two companies in the telecom industry were focused for the study. Structural Equation Modeling (SEM) was employed to analyze the data, examining the mediating roles of self-efficacy and job satisfaction in the relationship between POST and ORC. The study explores how POST influences employee outcomes such as job satisfaction and organizational commitment, highlighting the importance of organizational support in fostering a committed and productive workforce. The findings provide valuable insights into how perceived organizational support can indirectly enhance organizational commitment through its effects on self-efficacy and job satisfaction. This research offers both theoretical and practical implications for organizations in the telecom sector. It emphasizes the need for organizations to invest in creating supportive work environments to improve self efficacy, job satisfaction and organizational commitment. The results of the study are relevant for practitioners aiming to improve organizational culture and enhance employee outcomes, particularly in service-driven industries like telecom.