Perceived Organisational Support and Job Performance Among Nurses at Cape Coast Teaching Hospital: The Mediating Role of Employee Engagement

Abstract

The purpose of the study was to examine the effect of perceived organisational support and job performance among nurses at Cape Coast Teaching Hospital, focusing on the role of employee engagement. An explanatory research design and a quantitative research approach was employed. Drawing upon social exchange and perceived organisational support theories, data from 256 nurses were collected using structured questionnaires and analyzed using frequencies, means, standard deviation, and partial least squares structural equation modeling (PLS-SEM). The sample size was determined using a simple random sampling technique. The study revealed that organisational rewards and supervisor support primarily influenced job performance. Additionally, it was found that procedural justice had neither a direct nor an indirect effect on job performance. Furthermore, all aspects of perceived organisational support were found to be related to employee engagement. Employee engagement was identified as mediating the relationship between procedural justice and job performance, as well as between supervisor support and job performance. However, employee engagement did not mediate the relationship between organisational rewards and job performance. The study concludes that perceived organizational support, particularly through supervisor support and rewards, significantly boosts job performance among nurses, with employee engagement mediating this effect. Recommendations include enhancing supervisor support, refining reward systems, and promoting procedural justice to foster engagement and drive performance of nurses at Cape Coast Teaching Hospital.