The Relationship between Perceived Organizational, Perceived Supervisor Support, and Need Achievement to Work Engagement of School Organization

Richard Andre Sunarjo, Innocentius Bernarto, Niko Sudibjo, Martin Santoso
International Journal of Economics and Business Administration, Volume VIII, Issue 4, 488-504, 2020
DOI: 10.35808/ijeba/601


Purpose: Many scholars studied the effect of perceived organizational support and perceived supervisor support against work engagement, but the results have shown inconclusive. This study aims to investigate the positive effect of perceived organizational support and perceived supervisor support mediated by need achievement motivation against work engagement. Design/Methodology/Approach: The data was collected using questionnaires to associates (teachers, non-teachers, management) of an outstanding school in Jakarta, and they were recruited as respondents using a purposive sample method. Partial least square-structural equation modeling (PLS-SEM) analysis was conducted by SmartPLS to analyze the data. Findings: The study finds that perceived organizational support and perceived supervisor support need achievement motivation as mediator positively and significantly affect work engagement. Perceived organizational support has positively and significantly affected work engagement directly, but perceived supervisor support does not directly affect it. Practical implications: Practically, this research shown that to improve work engagement by POS and PSS should motivate first the associates on how to achieve the best performance by setting outstanding career opportunities or higher key performance index as challengeable goals. Originality/value: This research contributes to the job demand-resources’ theory when organizations and supervisors show support to their associates by giving job resources, it needs to improve their motivation to achieve the best performance, otherwise, this improvement can not be utilized to reduce job demand and finally cannot improve the work engagement.

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