Mentoring, supervisor support, and perceived organizational support: what matters most?

Abstract

Purpose The purpose of this paper is to provide an examination of the relative impact of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior. Design/methodology/approach In total, 346 employees of a US manufacturing facility were surveyed. Findings Ordinary least squared regression model revealed that perceived organizational support was a stronger predictor of organizational commitment and job search behavior than was mentoring and supervisor support. Research limitations/implications The main implication of this study for leadership theorists is that while mentors and supervisors can be effective in endearing the employee to the organization, the perception of organizational support might be more important. The main limitation of this study is that the findings are derived from a single manufacturing organization. Practical implications The results from this study suggest that organizational leaders must adequately address organizational‐supported programs including fair operating procedures, rewards, and job conditions. These programs underlie perceived organizational support. Originality/ value of paper This paper contributes to the literature by providing a concurrent and comparative examination of the effects of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior.