The role of Perceived Organizational Support in the relationship of Organizational Commitment and Employee Engagement: a conceptual model

Abstract

Though employee engagement topic has become one of the prominent issues among academics and practitioners, unexpectedly, less attention has been paid yet to make it more explicate. Therefore, this study considers both the qualitative and quantitative research on engagement to discover the manifestation of employee engagement and its antecedents. It has sometimes been found that the results of the prior studies are inconsistent and unsystematic. Moreover, there is a confusing and overlapping concept has been found between employee engagement and organizational commitment. In addition, previous studies identified the variability of three components of commitment on employee positive behavior. These considerable inconsistencies in results, thus, let the present study to tackle the research gaps by suggesting a theoretical linkage between three components model of commitment and employee engagement manifested by job and organization engagement. Furthermore, this conceptual paper suggests a moderating role of perceived organizational support to buffer the association between commitment and enjoyment. In addition, it explains the current research framework under the reciprocal norms of social exchange theory and provides direction for further research.