The Role of Organizational Support in Mediating Work Performance: A Case Study of UBL

Abstract

The managerial thought concerning human relation with organization argues that employees’ performance is directly proportional to the improvement in their employment relationship. Social exchange theorist (Eisenberger  et al., 1997) studied organizational support to explain positive impacts on employee’s work place attitudes and  behaviors in their role performance, turnover intentions and withdrawal behaviors. In order to explore this  phenomenon this case study was conducted in a local bank i.e. UBL in a service industry. This report presents a qualitative research describing the role of organizational support and its constructive effects on the employee’s  performance. Intentionally this study was delimited to focus only four contributing factors of organizational  support i-e Fairness, Supervisor Support, Organizational Reward and Job Conditions to explain how do they  mediate and improve the employee’s performance in UBL. Primary and Secondary Data has been gathered  through questionnaires and interviews. Survey results have shown a strong opinion about the role of supervisor  support, rewards, job condition and fairness that can contribute in increasing employee’s performance in UBL.