Perceived Organizational Support and Performance: Moderated Mediation Model of Psychological Capital and Organizational Justice – Evidence from India

Employee performance attainment is a pervasive issue in the workplace and is increasingly becoming an important problem for effective human resource management. A review of the extant literature on perceived organizational support (POS) and performance suggests that there is a dearth of research aimed at examining the underlying mechanisms and the boundary conditions of the relationship between POS and performance. One of the objectives of this study is to examine the mediating role of psychological capital on the relationship between POS and performance. Furthermore, this study investigates the moderating role of organizational justice perception in said indirect relationship. Study 1 included a sample of 465 employees from both large private life insurance and telecom organizations. Study 2 was conducted on a sample of 216 employees from a large steel manufacturing firm. Findings suggest that psychological capital mediated the relationship between POS and performance. The indirect relationship of POS and performance via psychological capital was moderated by organizational justice. However, there is a counter-intuitive finding in this research. It was observed that at a high level of organizational justice, it had a smaller effect on performance in contrast to low level of organizational justice. Finally, theoretical contributions and managerial implications are discussed. 如何使员工保持高绩效是组织人力资源管理所面对的重要问题，这个问题在高度竞争的工作环境中尤为突出。大量文献表明，对于知觉到的组织支持和员工绩效之间的心理机制和发生条件缺乏研究，而这正是本文关注的焦点。作者认为，员工的心理资本会在知觉到的组织支持和绩效之间起到中介作用，而且员工对于组织公正的认知会对其中介效应起到调节作用。本文做了两个研究，研究一的样本包含来自一家大型人寿保险公司和电信公司的465名员工，研究二的样本包含216名在一家大型钢厂工作的员工。两个研究的数据都支持了作者的上述假设。但作者也同时发现了一个反直觉的结果，那就是在组织公正水平很高的时候，知觉到的组织支持对于员工绩效的影响小于组织公正水平较低的时候。