Employee supportive work environment for job performance in Nepalese commercial banks

Abstract

The impact of psychological empowerment (PE), organizational citizenship support (OCS), and perceived organizational support (POS) on job performance (JP) at a Nepalese banking institution is examined in this research. The study is to investigate how workers' perceptions of managerial caring and a feeling of autonomy affect their productivity. Substantial and favorable correlations between the parameters were found in the connection findings employing mathematical mining. POS had the strongest link with JP (r = 0.799, p < 0.01), subsequent to OCS (r = 0.592, p < 0.01) and PE (r = 0.547, p < 0.01), suggesting that workers who exhibit civic attitudes and feel greater support from their boss usually do superior. While PE was shown to have a negligible impact in the first model (β = 0.004, p = 0.921), regression testing subsequently indicated that POS and OCS substantially impact job satisfaction (β = 0.680, p < 0.001; β = 0.207, p < 0.001, separately). Yet, job satisfaction was strongly influenced by both PE (β = 0.218, p < 0.001) and POS (β = 0.422, p < 0.001). In general, the investigation finds that while feeling empowered impacts how citizens act, a sense of organizational backing has the greatest impact on improving job efficiency across staff members of Nepalese commercial banks. In order to improve staff satisfaction and business efficiency, these findings highlight the significance of autonomy efforts and supporting organizational policies.