A Research on the Influence of Perceived Organizational Support on Employees’ Job Engagement, Knowledge Sharing, and Innovation Behavior: A Case Study of Advanced Manufacturing Industry in the Yangtze River Delta Region after China’s Economic Opening Policy
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This paper studies the influence of perceived organizational support on employees’ job engagement, knowledge sharing, and innovation behavior in private enterprises after China implements the economic opening policy. Improving employees’ job engagement, knowledge sharing, and innovation behavior through organizational support has become a significant challenge faced by advanced manufacturing enterprises which is also a hot issue in human resource management. Previous studies have proved that perceived organizational support is an essential situational variable that affects employees’ job engagement, knowledge sharing, and innovation behavior, but the research on its influencing mechanism is not enough. Therefore, based on the questionnaire survey data of 306 employees of advanced manufacturing enterprises in the Yangtze River Delta of China, this study uses SPSS26.0 to test the hypothesis. The results show that, first, the three sub-factors of job support, value identity, and profits matter have significant positive (+) effects on job engagement. Second, the three sub-factors of job support, value identity, and profits matter have significant positive (+) effects on knowledge sharing. Third, the three sub-factors of job support, value identity, and profits matter have significant positive (+) effects on innovation behavior. Fourth, job engagement has significant positive (+) effects on knowledge sharing. Fifth, job engagement has a significantly positive (+) impact on innovation behavior. Sixth, knowledge sharing has a significantly positive (+) impact on innovation behavior. Therefore, managers of enterprises should pay attention to the role of perceived organizational support in employees’ work and life, give employees sufficient job support, value identity, and care for their interests, so that employees can feel the attention and respect of the enterprise and have a sense of belonging and loyalty to the organization so that employees can devote themselves to work from the heart, and encourage information exchange and knowledge sharing among employees. Trigger its innovation power; Enterprise managers can also formulate related policies such as rewards, resource support, training, etc., so that employees can feel the concern of the enterprise and better motivate employees to improve the competitiveness of the enterprise and make the enterprise develop continuously healthily and rapidly.
Abstract
This paper studies the influence of perceived organizational support on employees’ job engagement, knowledge sharing, and innovation behavior in private enterprises after China implements the economic opening policy. Improving employees’ job engagement, knowledge sharing, and innovation behavior through organizational support has become a significant challenge faced by advanced manufacturing enterprises which is also a hot issue in human resource management. Previous studies have proved that perceived organizational support is an essential situational variable that affects employees’ job engagement, knowledge sharing, and innovation behavior, but the research on its influencing mechanism is not enough. Therefore, based on the questionnaire survey data of 306 employees of advanced manufacturing enterprises in the Yangtze River Delta of China, this study uses SPSS26.0 to test the hypothesis. The results show that, first, the three sub-factors of job support, value identity, and profits matter have significant positive (+) effects on job engagement. Second, the three sub-factors of job support, value identity, and profits matter have significant positive (+) effects on knowledge sharing. Third, the three sub-factors of job support, value identity, and profits matter have significant positive (+) effects on innovation behavior. Fourth, job engagement has significant positive (+) effects on knowledge sharing. Fifth, job engagement has a significantly positive (+) impact on innovation behavior. Sixth, knowledge sharing has a significantly positive (+) impact on innovation behavior. Therefore, managers of enterprises should pay attention to the role of perceived organizational support in employees’ work and life, give employees sufficient job support, value identity, and care for their interests, so that employees can feel the attention and respect of the enterprise and have a sense of belonging and loyalty to the organization so that employees can devote themselves to work from the heart, and encourage information exchange and knowledge sharing among employees. Trigger its innovation power; Enterprise managers can also formulate related policies such as rewards, resource support, training, etc., so that employees can feel the concern of the enterprise and better motivate employees to improve the competitiveness of the enterprise and make the enterprise develop continuously healthily and rapidly.
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