ISSN: 2225-8329
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In the competitive landscape of modern organisations, employee engagement is critical to organisational success. This conceptual paper examines the relationship between perceived supervisor support (PSS) and work engagement (WE), with a particular focus on the mediating role of organisational identification (OI). The study adopts a conceptual approach and integrates findings from Job Demands-Resources (JD-R) theory to propose a theoretical framework. By synthesising the existing literature, it explores the psychological mechanisms underlying the relationship between PSS and WE and develops propositions that explain how OI mediates this link. The proposed framework highlights that supportive supervisor behaviours promote OI, which in turn increases WE. By positioning OI as a mediator, the study fills a gap in the existing literature and provides a deeper understanding of the psychological processes involved. In practice, companies should encourage supportive behaviours from managers, such as empathy and recognition, to strengthen OI, which ultimately leads to an improvement in WE. Aligning employees with organisational values and integrating the JD-R framework can balance job demands with resources such as PSS and OI, creating a supportive environment that improves employee wellbeing, engagement and overall performance. This paper contributes to academic discourse by addressing the overlooked mediating role of OI in the relationship between PSS and WE, while the integration of JD-R theory offers a novel perspective on how personal and organisational resources interact to promote WE.
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