Exploring the effects of Perceived Organizational Support on Job Crafting and Work Engagement in the Indian Banking Sector

Abstract

Job crafting behaviours can change employees’ work identities and meanings by enhancing their organizational commitment, engagement, job satisfaction, and performance (Tims & Bakker, 2010).  Perceived Organizational support plays a significant role in determining an employees’ attitudes and behaviours towards the job and the organization. The purpose of the study was to explore the effect of Perceived Organizational support on Job crafting and Work engagement in the Indian Banking Sector. Data was collected from 65 respondents through purposive sampling from banking professionals in private and public sectors using Job Crafting Scale (JCS), Survey of Perceived Organizational Support (SPOS), and Utrecht Work Engagement Scale (UWES). The results indicate that there is a significant relationship between Job crafting and Work engagement. Likewise, there is a significant relationship between Perceived Organizational support and Work engagement. However, there was no relationship found between Perceived Organizational support and Job crafting. Similarly, there is no significant effect of Perceived Organizational support on Job crafting and Work engagement in the Indian Banking sector. Lastly, there is no difference found between the public and private banking sectors in terms of Job crafting, Work engagement, and Perceived Organizational support. Implications for practice and suggestions for future research are discussed.