Empowering Employees For Thriving: The Interplay Between Perceived Organizational Support, Leader-Member-Exchange, Job Autonomy And Agentic Behaviour

Abstract

The purpose of this research is to investigate the impact of perceived organizational support on employee thriving at work as well as the role of leader member exchange and job autonomy on thriving. Social exchange theory builds a strong foundation for this study. Literature review indicates that perceived organizational support, along with job autonomy and cordial relationships with leaders makes an employee to focus their behaviour to achieve their given responsibilities and reaching out for the new ways of working and contributing0 more to the organization success. Also making them to thrive at workplace. An appropriate hypothesis was formulated. To investigate the formulated model, the study conducted a survey from employee in IT sector. Convenience sampling technique was used. Validated questionnaire was used for a survey. Structural equational modelling with partial least squares was used to test the hypothesis. Results indicates that perceived organization support influence job autonomy. This leads to employee being more flexible to make choices about how to approach their work, to schedule their work which in turn feel the employee more confident taking initiatives at work. The findings evidently shows that perceived organizational support has a significant indirect effect on thriving through Job autonomy, agentic work behaviour and leader member exchange.