The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes

Introduction/objective. - The objective of this study was to investigate the relationship between perceived organizational support and work engagement. On the one hand, we examined an underlying mechanism of this relationship, i.e. self-efficacy. On the other hand, we studied the outcomes of this relationship in terms of employees' job satisfaction, psychological strains and performance. Method.- An online questionnaire was administrated to employees of two private companies. Employees' performance was then evaluated by their direct supervisors. In total, 265 employees and 112 supervisors participated in the study. Results. - Our results indicated that self-efficacy partially mediates the relationship between perceived organizational support and work engagement. Furthermore, work engagement increased job satisfaction, reduced psychological strains and enhanced extra-role performance. Conclusion. - This study contributes to the development of both work engagement literature and organizational support theory. The implications and limitations of this research are discussed in detail. (C) 2014 Elsevier Masson SAS. All rights reserved.