Perceived organizational support and job performance

Abstract

The study aimed at studying the relationship between perceived organizational support and job performance among Makerere University Lecturers. The study adopted a correlation study design with a population of 180 employees from the entire organization. Simple random sampling technique was used to draw a sample of 120 respondents from the population. Data was collected from respondents using self-administered standard questionnaire and through Statistical Package for Social Science (SPSS) data was entered and analysed. Descriptive statistics showed that majority 40% female were followed by males with 60% of the total population, majority were between 40-50 years (41.6%). Results from Pearson product-moment correlation coefficient (r) further indicated that since r = .659 and p = 0.00 (≤ 0.01), the researcher will reject the null hypothesis and conclude that there is a positive significantly high relationship between perceived organizational support and job performance. Thus, the findings of this study provide several recommendations to administrators and managers such as much as most employees are perceived organizational support with communication, it is important for the administration to ensure a smooth flow of both up-down and down-up flow of information. Regular non staff meetings should be put in place where the non-teaching non staff is free to discuss workplace issues which should also be implemented after discussion. Regarding work environment non-teaching staff showed dissatisfaction on different aspects like inadequate tools and equipment provided to them to perform their duties. For the employees to be productive the management needs to avail the right adequate tools or equipment. By doing this, employees will feel relieved and less stressed. The university administration should support the training programs and expose employees to such training. It should also develop clear guidelines in determining/selecting prospective employees for various training opportunities. Training should be coupled with promotions.