PERCEIVED ORGANIZATIONAL AND PERCEIVED SUPERVISOR SUPPORT, FAIRNESS, AND REWARDS AS DRIVERS OF EMPLOYEE ENGAGEMENT AND JOB SATISFACTION: EVIDENCE FROM A PILOT STUDY OF MEDIUM-SIZED IT FIRMS IN SINGAPORE
DOI:
https://doi.org/10.53555/bcd7vg77Keywords:
Perceived Organizational Support, Employee Engagement, Singapore, IT Sector, Pilot StudyAbstract
Employee engagement is widely linked to performance and retention, yet the drivers of engagement in medium-sized IT firms remain under-examined in Singapore, where HR structures and supervisory practices may differ from larger organizations. Grounded in Social Exchange Theory, this pilot study explores how perceived organizational support (POS), perceived supervisor support (PSS), perceived fairness, and rewards relate to employee engagement and job satisfaction. Using a cross-sectional online questionnaire distributed via convenience sampling, data were collected from 62 employees in medium-sized IT firms in Singapore. Reliability testing and exploratory factor analysis (principal axis factoring with oblimin rotation) supported a six-factor structure, reducing the instrument from 40 to 31 items (KMO = .846; Bartlett’s test p < .001; Cronbach’s α = .80–.93). Correlations indicated strong positive associations among POS, PSS, fairness, rewards, and engagement. In multiple regression, PSS emerged as the only significant predictor of engagement (β = .53, p < .001; adjusted R² = .60), while engagement significantly predicted job satisfaction (β = .65, p < .001; adjusted R² = .42). These findings provide preliminary evidence that supervisor support may be particularly salient in medium-sized IT contexts and support further scale refinement. The main study will validate the measurement model using confirmatory techniques (e.g., CFA/SEM) and a larger, more representative sample.
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