Effects of perceived organisation support, employee engagement and organisation citizenship behaviour on quality performance

Vathsala Wickramasinghe () and S. Perera
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Vathsala Wickramasinghe: University of Moratuwa
S. Perera: University of Moratuwa

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Abstract: The study investigated the influence of perceived organisation support, employee engagement, and organisation citizenship behaviour on quality performance of ISO 9001:2000 certified manufacturing firms in Sri Lanka. A random sample of 255 shop-floor employees that fulfilled the selection criteria set for the study responded. Structural equation modelling was used for the data analysis. It was found that OCB-I mediates the relationship between perceived organisation support and quality performance as well as employee engagement and quality performance. However, the findings suggest that neither perceived organisation support nor employee engagement operate as an antecedent to organisation citizenship behaviour that immediately benefit the organisation in general (OCB-O).

Keywords: High-performance work systems (HPWS); Organizational effectiveness; Employee involvement; Continuous improvement; Quality management; Human resource practices; Leadership support; Employee performance; Extra-role behavior; Organizational commitment; Job satisfaction; Work engagement; Employee motivation; Service quality; Quality performance; Organizational citizenship behavior (OCB); Employee engagement; Perceived organizational support (search for similar items in EconPapers)
Date: 2014
Note: View the original document on HAL open archive server: https://hal.science/hal-05588211v1
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Published in Total Quality Management and Business Excellence, 2014, 25, pp.1280 - 1294. ⟨10.1080/14783363.2012.728855⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05588211

DOI: 10.1080/14783363.2012.728855

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