pos proposal

The Role of POS and SHRP in the Teachers Performance 1

. Research Proposal

On

THE ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT AND SUPPORTIVE HUMAN RESOURCE PRACTICES IN THE TEACHERS PERFORMANCE


1. Abstract

This proposal is aimed at conducting a study to investigate the underlying dimensions

of Teachers performance. Proposed study will use Social Exchange Theory Blau

(1964), Norm of Reciprocity Gouldner (1960) and Expectancy Theory of Motivation

Vroom (1964) to develop a model of Teachers Performance and to test this model in

an Eastern developing country (Pakistan). The model will investigate the antecedents

of perceived organizational support (POS) and its mediating affect on Supportive

Human Resource Practices-Performance relationship. It will further examine the

mediating effect of motivation in POS-performance relationship. A sample of 500

teachers will be selected to test the reliability of the model. The significance of the

study, its delimitations and limitations are discussed.

.


2. Introduction

2.1 Proposed Research Title

The Role of Perceived Organizational Support and Supportive Human Resource

Practices in the Teachers Performance

2.2 Background of the Study

Quality of Education is one of the major factors accelerating the development of a

country and is the most important instrument in achieving the desired objectives of

economic development.( Economic Survey of Pakistan : 2005-06) Establishment of

Higher Education Commission by the federal government and providing huge funds to

provincial governments for education is a step towards achieving this purpose. for

example Public expenditure as a percentage of GDP has marginally increased from 1.8

percent in 2000-01 to 2.1 percent in 2003-04. and more emphasis was laid on the

development of education..(Economic Survey of Pakistan: 2005-06)

. In this regard, the role of Teachers (the performance of teachers) in attaining and

maintaining the quality of education is above any question. Though much budget is spent

on the administrative side of higher education development (curricula development, re-

structuring , etc.), less attention is given to the underlying dimensions of the Teachers

Performance. The ability of teacher is often thought to be the sole criterion for his/her

performance. This oversimplification of the phenomenon results in an oversimplified

solution of the problem. The most often exercised solution is the conduction of

professional development courses, usually in the relevant subject areas.


This tendency of considering performance being outcome of only ability, leads to many

undesirable consequences. Firstly the selection procedure become bias, looking only for

higher exam scores while ignoring the importance of on-the-work-motivation which may

affect the performance of the individual. Secondly this narrow view of performance-as-

outcome-of-only-ability shifts the sole burden of demonstrating it on the teachers, while

management shouldering nothing to this extent. In fact, the Performance of Teachers, as

with performance of employees in general, is a construct with a variety of underlying

dimensions.

With all these issues in mind the aim of this research is to develop and test a model for

Teachers Performance. The model will analyze the role of supportive human resource

practices, perceived organizational support and motivation on the performance of

teachers.


3. Study’s Relation to Theory and Literature

Literature Review

Figure 2.1

3.1 Introduction

3.2 3.3

HR Practices and

Performance

3.6 Motivation

and Performance

3.5 POS and

Performance

3.4 HR Practices

and POS

3.2 HR

Practices And

National culture culture

3.7 Summary


3.1 Introduction

A research study by Eisenberger, Huntington, Hutchinson & Sowa (1986) indicates that

employees all over the globe develop beliefs about the extent to which their employing

organizations both value their contributions and cares about their well-being --- perceived

organizational support (POS). Stemming from social exchange theory (Blau, 1964) and

the norm of reciprocity (Goudlner, 1960), greater POS is expected to result in greater

affective attachment and feelings of obligation to the organization (Shore & Wayne,

1993; Rhoades, Eisenberger & Armeli, 2001). POS is positively related to job

performance (Eisenberger, Fasolo & Davis- LaMastro, 1990; Armeli, Eisenberger,

Fasolo, Lynch, 1998; Eisenberger, Armeli, Rexwinkel, Lynch & Rhoades, 2001), job

satisfaction (Eisenberger, Cummings, Armelo & Lynch, 1997) and affective commitment

to the organization (Eisenberger et al., 1990; Shore and Wayne, 1993; Eisenberger et al.,

2001).

Though, POS is related to a variety of important work-related attitudes and outcomes,

three issues requiring further investigation are the relationship of POS with performance,

the mediating effect of motivation on POS-performance relationship and the antecedents

of POS.Regarding performance, the meta-analysis conducted by Rhoades and

Eisenberger (2002) specifically suggests that POS is positively related to performance.

Eisenberger et al., (2001) also suggests that the relationship between POS and

performance is mediated through organizational commitment and job satisfaction. Less

attention has been given to the mechanisms presumed to underlie the positive relationship

between POS and work-related outcomes. Eisenberger et al. (1986) proposed that POS


would increase performance by conveying to employees the organization's propensity to

notice and reward increased performance. Consistent with this view, POS was found

positively associated with expectancies of reward for greater effort (Eisenberger et al.,

1990). Based on expectancy theory above findings support the proposition of mediating

role of motivation however no study, so far, has investigated the mediating role played by

motivation between organizational commitment, job satisfaction and performance.

Further research is needed to empirically demonstrate the nature of mediation, if any,

performed by motivation between stated factors. Research in the area of POS indicates

that a variety of antecedents are related to it, including (1) perceptions of the

organization, such as justice and politics (Cropanzano, Howes, Grandey & Toth, 1997;

Moorman, Blakely & Niehoff, 1998), (2) job conditions (Eisenberger, Rhoades &

Cameron, 1999), (3) supervisor support (Settoon, Bennett & Liden, 1996; Wayne et al.,

1997), (4) personality (Aquino & Griffeth, 1999), and (5) human resource (HR) practices

(Wayne et al., 1997). Further building on Wayne et al., Allen, Shore and Griffeth (2003)

have developed and successfully tested their model of POS and turnover. My model will

focus on those HR practices as antecedents of POS that imply the organization values and

cares about employees. Specifically, HR practices that suggest investment in employees

and show recognition of employee contributions (e.g., valuing employee participation,

Eisenberger et al., 1986) signal that the organization is supportive of the employee and is

seeking to establish or continue a social exchange relationship with employees.

Perceptions that one’s organization offers these practices should thus be positively related

to POS (Shore & Shore, 1995).


As can be seen in Figure 2.2, I propose that teachers perception of supportive

organizational HR practices that signal investment in them and recognition of their

contribution (i.e., participation in decision making, fairness or rewards, and growth

opportunities) contribute to the development of POS. Further POS mediates the impact of

these practices on performance.

Organizational commitment and job satisfaction have received significant attention in

studies of the work place. This is due to the general recognition that these variables can

be the major determinants of organizational performance (Angle, 1981; Riketta, 2002)

and effectiveness (Laschinger, 2001; Miller, 1978). Some studies have reported strong

correlations of organizational commitment and job satisfaction with turnover (Benkhoff,

1997, ). Allen, Shore and Griffeth (2003)

Based on above literature review I also suggest that POS is positively related to

organizational commitment and job satisfaction, which in turn are positively related to

work-motivation. Finally I suggest that motivation mediates the affects of organizational

commitment and job satisfaction on the performance of individual. First half of this

sequence (HR Practices –POS --- Organizational Commitment, Job Satisfaction) is built

on Allen, et al. (2003)

One of the intentions of this study is to examine this western model in eastern culture.

Although there is a general assumption that the differences in national characteristics

(Hofstede, 1981, 1991; Phatak, 1986;Trompenaars and Hampden-Turner, 1998) such as

power distance, collectivism and risk orientation (to name a few) are well established

between east and west and these studies of west might produce different pattern of result

in the east. But with special reference to Pakistan Khilji(2004)is of the view that there is


duality of values experienced by Pakistani employee: traditional societal and modern

work related values due to globalization So present study is of the significant value for

practioners and academics alike. From practical perspective the studies draws

management, and policy makers attention to fact that they should adopt such human

resource practices which improve performance through mediating POS and motivation.

From an academic perspective this study is expected to yield additional insight into said

relationships which could contribute towards the future development of this line of

research particularly in a non western developing country (Pakistan) with duality of

values that is traditional societal values and work related values. Furthermore motivation

has not been tested empirically as a mediator between POS on the one hand and

performance on the other hand thus it will contribute to the body of knowledge in this

area.


Participation in Decision Making Job Satisfaction + + + + + Fairness of + Perceived + Organizational + + Rewards Organizational Commitment Motivation Performance Support

+ Growth Opportunity

Fig 2.2 Theoretical Model


3.2 Human Resource Practices and National Culture of Pakistan. The study of culture is important in the study of human resource management (HRM),

since it has been suggested that taking culture into account predicts favorable

organizational performance (Rowlinesonand Procter, 1999). Tayeb (1995) has argued

that successful organizational cultures necessarily reflect patterns of the national value

system, many studies indicate that early socialization is an important predictor of one’s

value system (Li et al., 2001; Willmott,2000). O’Reilley and Caldwell (1985). .But due to

globalization the divergence and convergence view also got considerable importance in

cultural studies, given the far-reaching implications of globalization across borders in

terms of transferring norms and values, this view (referred to as a ‘divergence’ view) has

been under intense scrutiny. Proponents of an opposite ‘convergence’ view contend that

traditional contrasts between countries, as depicted by the cultural effect approach, have

been over-emphasized (Kirkman and Shapiro, 1999; Mueller, 1994;Negandhi, 1987;

Woods, 1998) since considerable evidence suggests that multinational companies have

been effective in diffusing practices across borders. At the same time, contextual

changes, such as deregulation of the economy, have brought about a general weakening

of cultural effects (Ohmae, 1990). The convergence view is of great significance with

special reference to Pakistan where, following a decade of deregulation and increased

globalization, a striking change has surfaced in the values system of employees. At least

two distinct dimensions have emerged: national values remain rooted in tradition, while

employees’ work-related values reveal changes reflecting a modern market economy

(Khilji, 2003).


Regarding social values. Researcher described Pakistani culture as collectivist, status-

conscious and having a large power distance (Jamal, 1998; Khilji, 2001).The social set-

up is family centered. Life is built within a group (Lyon, 1993). A pattern of dependence

pervades all human contact and requires surrendering to authority. People maintain a

strong need for security, and disapprove of originality, independence in decision-making

and questioning authority. The society is deeply divided into two main classes, elite and

non-elite (or the general public). The elite class examplifies money, power and status.

Meanwhile, the non-elite long for the fundamental rights of justice and democracy. The

former uses (or misuses) its power and money for personal gain, from jumping queues to

breaking laws of a more serious nature (Hussain, 1999;Khilji, 2003). These abuses cause

frustration among the general public, who hold that there are no checks and balances to

curb the power of the influential (Hussain, 1999).A similar value system is reflected in

Organizations those are typically authoritarian. Due to a large power distance, decision

making authority is located at the top management level. There is limited employee

autonomy; top to bottom communication is minimal and bottom-up communication is

unheard of. Employee involvement is a foreign concept (Khilji, 2001). The organizational

Structure is bureaucratic, centralized and not generally responsive to the needs of

employees.

With regards to modern values khilji (2004) describes that after government privatization

program began in 1990 which included denationalizing Public Sector Enterprises, known

for their low productivity due to bureaucratic culture and poor HR practices (Mirza,

1995), and opening up the private sector to investors resulting in the start of great shift in

the work values of the people from traditional societal values. This program was deemed


a success, as investors’ interest was sparked. At the same time multinationals that had

long been operating with a low profile started reinvesting in the market through

expansion of services or diversification of products. The government also took initiatives

to foster a business-driven culture and encourage the use of professional and modern

management practices. This shift created a healthy, profitable and competitive business

environment, making the private sector more progressive than the public sector (Bokhari,

1996). In a recent survey, The Economist reported, ‘There are remarkable examples of the

private sector taking over the duties of a corroded state and performing them well’

(Unger, 1999). Khilji (2002) explains that Pakistani organizations and their culture are

undergoing a dramatic change, which has added a fresh perspective to management

systems. Khilji (2003) has argued that following the modernizing of the economy by

opening it up, people at an individual level were exposed to a different value system,

first, through predominantly American management syllabi taught in all business schools

and second, people were also influenced by multinationals, which is expected to set

trends in developing a modern culture and progressive HR practices, since confidence in

local organizations is notoriously low. As a consequence, a new pattern of HRM is

evolving in several private sector organizations. In direct contrast to the public sector,

these organizations are adopting hard-core American management techniques such as

MBO and pay for performance. Here, in an attempt to improve employee retention levels,

career development is also emerging as an important activity. It is being integrated with

other HR practices such as employee’s participation, evaluation, rewards management

and training. In general; employees are given autonomy to participate and making

decisions concerning their jobs. Top management and HR departments are becoming


accessible as an open door policy is being adopted (Khilji, 1999). These changes in HRM

systems are indicative of changes in organizational values towards modernization. It is

well established that the individual value system is shaped by a number of influences.

Earlier in people’s lives, both socialization and the societal set-up played a key role, then

as individuals got older and became members of organizations they also influence

organizational value systems (Li et al., 2001;O’Reilley and Caldwell 1985; Tayeb,

1995;Willmott, 2000). However, from the discussion it is clear, that contemporary

Pakistan is experiencing at least two other influences at the individual employee level:

(1) acquired knowledge and, (2) multinational influences .And at the organizational

level, probably the most important influence has been the new competitive and global

business environment as has been suggested by proponents of a convergent view

(Kirkman and Shapiro, 1999; Mueller, 1994; Negandhi, 1987; Ohmae, 1990). Khilji

(2003) also provides evidence to suggest that management in Pakistan realizes the need

to develop a progressive culture in order to stay abreast of the competition. Moreover she

provides evidence that work related values of Pakistani have changed to reflect the

modern values of market economy and that a participatory and open culture is

appropriate in Pakistan. The present study will help us towards understanding the

convergence and duality of value concept (khilji, 2003a.2004b) based on present study of

western model in Pakistan.


3.3 Human Resource Practices and Performance

In this era of rapidly changing economic environment , characterized by such

phenomena as the globalization and deregulation of market , changing customer and

investor demand ,and ever increasing product –market competition the role of human

resource can be crucial(Becker & Gerhart,1996;Arthur,1994;Cutcher-

Gerhenfeld,1991;Gerhart&Milkovich,1990;Ichniowski,Shaw,&Prennushi,1994;MacDuffi

e,1995) .

Recent researches argued that the HR practices that signal investment in employees and

carry a notion of care for them are significantly related to the performance, though this

relationship is mediated through POS. (Eisenberger et al., 1990; Eisenberger et al., 1997).

For instance, Eisenberger et al. (1997) concluded that employees’ perception of being

valued and cared about the organization is positively related with job attendance and job

performance. Interestingly, though a limited number of researches have tried to unfold

the mediating role of POS in HR-Performance relationship, no such attempt has so far

been made to find the mediating affect of motivation in the same relationship.

3.4 Human Resource Practices and Perceived Organizational Support

A supportive HR practice in this context of developing POS is one that indicates

investment in the employee or recognition of employee contributions, and is discretionary

in the sense that the organization is not obligated to offer the practice to everyone

(Eisenberger et al., 1986; Shore & Shore, 1995). Wayne et al. (1997) argued that growth

opportunities signal that the organization recognizes and values the employee’s

contributions and imply future support from the organization. Similarly, allowing

employee participation should signal that the employee’s contributions are valued.


Eisenberger et al. (1986) suggested that having influence over policy should be examined

as a possible precursor of POS. Being recognized and rewarded fairly would seem to

signal that an organization cares about the well-being of the employee and is willing to

invest in them (Fasolo, 1995). Eisenberger et al. (1997) argued that to decide how much

the organization values their contributions and well being, employees distinguish job

conditions whose favorableness the organization readily controls versus job conditions

whose favorableness is constrained by limits on the organization’s discretion.

3.5 Perceived Organizational Support and Performance

Do POS affects performance affects of human resource practices. Rooted in Social

exchange theory, because POS is expected to create feelings of obligation to support

organizational goals, we might expect high POS to depict high performance (Eisenberger

et al., 1990; Eisenberger et al., 1999). The norm of reciprocity indicates that people tend

to feel obligated to help those who have helped them (Gouldner, 1960), and in an

organizational setting (Scholl, 1981), to repay benefits and opportunities offered by the

organization. Thus, Eisenberger and coworkers (Eisenberger et al., 1986, 1990) argued

that individuals who perceive greater support from their employing organization would

be more likely to feel obligated to “repay” the organization (Shore & Wayne, 1993).

The role POS plays in performance is yet to be completely understood. POS may directly

lead to performance. However, in accordance with expectancy theory of motivation

(Vroom, 1964) it may be argued that motivation mediates the relationship between POS

and Performance.


3.6 Motivation and Performance

Ample evidence exists in research that motivation is highly related with performance

(Reinharth & Wahba, 1975; Eerde & Thierry, 1996). Different theories of motivation are

put forward so far and each offers a different explanation of the concept. But one

common argument to these theories is that motivation affects performance. For example

Lawler-III (1968) found that expectancy attributes can best be thought of as causing

performance. The Motivation-Results Model put forward by Tosi, Rizzo and Carroll

(1994) also suggests that performance is the result of motivation while organizational

structures is a major antecedent of the motivation. Where as many researches suggests

Performance would increase with the expectation that high effort will lead to desired

performance and that such performance will be rewarded (Campbell, Dunnette, Lawler,

& Weick, 1970; Etzioni, 1961; Katz, 1964; Porter & Lawler, 1968; Vroom, 1964).

Eisenberger et al.,(1990) found positive relationships of perceived support with affective

attachment and calculative involvement. Employees who perceived high support

expressed stronger feelings of affiliation and loyalty to the organization. This result is

similar to previous findings of greater emotional involvement by employees who

believed that their contribution was highly regarded (Buchanan, 1974; Pearce & Porter,

1986;Steers, 1977). Employees with high perceived support additionally expressed

stronger expectancies that high effort would produce material rewards involving pay and

promotion, as well as social rewards including approval and recognition.


3.7 Summary

I suggest that perception of supportive HR practices affect performance through effects

on POS. POS in turn affects performance through mediating motivation. Supportive HR

practices are positively related to the development of POS, which mediates the

relationship with commitment and job satisfaction. Organizational commitment and job

satisfaction affect performance through effects on motivation. Allen, et al. (2003) have

recently tested the POS-mediated relationship of supportive HR practices with

organizational commitment, job satisfaction, turnover intentions and actual turnover. I

intend to replicate this model by altering the theme and thus testing the POS-mediated

relationship of supportive HR practices with organizational commitment, job satisfaction

and performance, while also including the motivation as a mediator of organizational

commitment, job satisfaction and performance.


4. The Study

4.1 The Significance of Study

The study will broaden our understanding of Teachers performance by including the role

of management in the proposed model. Since the traditional view of teachers’

performance is very narrow, current study will add to existing body of knowledge by

signifying:

1. The role of Supportive Human Resource Practices in the Performance of

Teachers.

2. The role which POS might play in the development of Organizational

Commitment and Job Satisfaction.

3. It will further strengthen the research finding regarding the antecedents of POS.

4. By looking into the motivational aspect of Teachers Performance, the study will

Signify the importance of antecedents of motivation for performance

5. It will greatly facilitate the policy making bodies to evolve a comprehensive view

Of Teachers Performance and thus undertake necessary administrative

Adjustments accordingly.

6. A concomitant aim of this study is to test the discussed western theories and

model in an eastern advancing country (Pakistan)


4.2 The Theoretical Framework

This research will be utilizing the following theories to build its conceptual framework:

1. Social Exchange Theory (Blau, 1964)

(Context for this Research: Organization and Teachers are engaged in an exchange

process. Supportive HR practices will result in greater POS, which in turn, is expected to

result in greater affective attachment and feelings of obligation to organizations)

2. Norm of Reciprocity (Goudlner, 1960)

(Context for this Research: What the Teacher Receives from the organization, will be

reciprocated by him/her to the organization --- Feeling of obligation by employees

towards organization may be reciprocated by higher commitment to the organization)

3. Expectancy Theory of Motivation (Vroom, 1964)

(Context for this Research: Higher Perceived Organizational Support will result in high

organizational commitment and job satisfaction, (high instrumentality) and this will result

in high work-motivation.

4.3 Conceptual Framework

Based on stated review of literature and theories, following conceptual framework is

devised to conduct this study:

“Teachers’ perception of supportive organizational HR practices contribute to the

development of POS, which in turn mediates the impact of these practices on

performance through mediating their motivation”


4.4 Research Questions

Main Question:

Does Perceived Organizational Support mediate the relationship between Supportive

Human Resource Practices and Performance through mediating the Motivation of

Teachers performance?

Sub Questions:

1. Does Supportive Human Resource Practices develop positive Perceived

Organizational Support?

2. Does positive POS results in Organizational Commitment and Job Satisfaction?

3. Do Organizational Commitment and Job Satisfaction mutually correlate?

4. Do higher Organizational Commitment and Job Satisfaction tend to higher

Motivation?

5. Does motivation mediate the results of Organizational Commitment and Job

Satisfaction with Performance?

4.5 Key Terms of the Study Defined

Supportive Human Resource Practices

Almost all of the human resource practices may be termed as supportive, though building

on Allen et al. (2003) this researcher will use the following three HR practices as

antecedent of POS.

1. Participation in Decision Making

2. Fairness of Rewards

3. Growth Opportunity


Perceived Organizational Support

Perceived organizational support (POS) is defined as employees’ beliefs about the extent

to which their employing organizations both value their contributions and cares about

their well-being (Eisenberger et al. 1986)

Organizational Commitment

The affective commitment of employees to the organization is termed as organizational

commitment.

Job Satisfaction

Job satisfaction is a work-related attitude which indicates that employee is not dissatisfied

with the job. But this in itself does not motivate employee. (Herzberg, Mausner &

Snyderman, 1959).

Motivation

Simply stating motivation is the force behind any action. In the model under

consideration motivation is force to perform.

Performance

The work-related output or outcome of University Teacher is his/her performance.

4.6 The Methodology

Research Design

In line with the requirements of the research, a longitudinal research design will be used.

The data, as indicated in the coming lines, will be collected over a period of almost six

months.


Sampling Technique and Sample:

Stratified-random sampling technique will be used to take care of both public and private

sector institutions, appropriate stratification will be undertaken to represent both male and

female Teachers. A sample, each of 500 teachers, will be used to conduct the study. In

this study the data about the attitudinal variables regarding perception of human resource

practices will be collected at time 1 while the data concerning personal attitudes (POS,

Organizational Commitment, Job Satisfaction, Motivation Performance) will be

collected, at time 2, about 6 months after time 1 to draw a conclusion about the casual

nature of relationships.

Tools of Data Collection:

Data on all the variables will be collected through questionnaire. In case of measuring

Supportive Human Resource Practices, Perceived Organizational Support, Organizational

Commitment, Job Satisfaction and motivation only respondent filled questionnaire will

be used. In collecting data of Performance supervisor-filled questionnaire will be used.

Measures:

Participation in decision making

Participation will be measured with a 3-item Likert-type scale (1 = strongly disagree to 7

= strongly agree) used by Steel and Mento (1987). A Sample item is “I am allowed to

participate in decisions regarding my job.” The validity and reliability analysis of the

instrument can be found in Allen, D.G., Shore, L.M. & Griffeth, R.W. (2003).

Fairness of rewards/recognition.

Fairness of rewards will be measured with a 3-item Likert type scale (1 = strongly

disagree to 5 = strongly agree) developed by Price and Mueller(1986). A sample item is


“I am rewarded (e.g., recognized) fairly for the amount of effort that I put in.” The

validity and reliability analysis of the instrument can be found in Allen, D.G., Shore,

L.M. & Griffeth, R.W. (2003).

Growth opportunities

Growth opportunities will be measured with a 3-item Likert-type scale (1 = strongly

disagree to 5 = strongly agree) developed by Price and Mueller (1986).A sample item is

“[Organization’s name] provides me the opportunity to improve my skills and

knowledge.” The validity and reliability analysis of the instrument can be found in Allen,

D.G., Shore, L.M. & Griffeth, R.W. (2003).

Perceived organizational support.

POS will be measured with a 16-item Likert-type scale (1 = strongly disagree to

7 =strongly agree) drawn from the original 36 item SP developed by Eisenberger et al.

(1986), and used by them in that research. A sample item is “The organization values my

contribution to its well-being.” The validity and reliability analysis of the instrument can

be found in Allen, D.G., Shore, L.M. & Griffeth, R.W. (2003).

Organizational commitment

Commitment will be measured with a 9-item version of the Organizational Commitment

Questionnaire (OCQ; 1 = strongly disagree to 7 = strongly agree; Mowday, Steers &

Porter, 1979) proposed by Bozeman and Perrewe (2001). They suggested that several

items in the OCQ may be confounded with withdrawal intentions and proposed a 9-item

version that removes withdrawal-related items. We conducted all analyses using both the

full and the 9-item OCQ and found no substantive differences in the results. Various

researches reported that results using the 9-item version that removes withdrawal-related


items. A sample item is “I really care about the fate of this organization.” The validity

and reliability analysis of the instrument can be found in Allen, D.G., Shore, L.M. &

Griffeth, R.W. (2003). .

Job satisfaction. Job satisfaction will be measured with a 4-item scale (1 = strongly

disagree to 7 = strongly agree) developed by Price (1977). A sample item is “I feel

satisfied with my job.”(David G. Allen et al, 2003).

Motivation:

Motivation will be measure by an instrument which was adopted by House & Dessler

(1973). The Responses categorizing seven point Lickert scale ranging from “definitely

not true” to “definitely true”. Factor analysis will be carried out to reveal two factors.

Factor one: Performance and Reward Belief. And Factor two: effort and performance

belief. ( Henry P. Sims, J.R, et al, 1976). The validity and reliability analysis of the

instrument can be found in Sims, H.P., Szilagyi, A.D., & McKemey, D.R. (1976)..

Performance:

Supervisors will rate employee performance by indicating the extent of their agreement

with each statement on a 5-point Likert-type scale(1=Below satisfaction to 5=Excellent)

This practice had been adopted by most of the public(University of the Punjab) and

private(Superior university)educational institutions in Pakistan .Supervisors will be

asked to compare each rated employee with the average of other employees holding

Similar jobs. Supervisor rated performance evaluation method had been successfully used

in different studies like Williams and Anderson (1991) Organ, and Near (1983).and

specially with reference to Organizational support theory this method had also been

adopted by. Lynch, P.D., Eisenberger, R., & Armeil, S. (1999).


Procedure of Data Collection:

Higher Education Commission and Education department will be asked to patron in this

regard by issuing letter to universities of the country to help in data collection. Further,

respondents will be assured that information provided by them will be kept confidential.

This is necessary in order to get the true picture of supportive human resources practices

and the resulting perceived organizational support, organizational commitment and job

satisfaction. Further, the data collected from immediate-supervisor about the performance

of individuals will also be kept confidential and will only be used for research purposes.

To get the questionnaire filled, this researcher intends to visit the institutions personally.

In case of any limitation, the questionnaire may be sent through post and same method

may be adopted to receive the information.

4.7 Ethical Considerations

The subjects of study will be briefed about the nature of study before collecting data. The

data provided by the respondents will be kept confidential. Further, the data collected

from students, peers and immediate-supervisor about the motivation and performance of

individuals will also be kept confidential and will only be used for research purposes.

4.8 Delimitations and Limitations

Delimitations:

This study is restricted to the Teachers:

with 02 or more years of experience (02 years are supposed to be minimum


Appropriate time period to make a mind about HR practices)

Limitations:

1. Motivation is a deeply rooted psychological phenomenon the antecedents of

Which may be more complex than organizational commitment and job

Satisfaction.

2. The performance is not only the function of motivation but also that of ability.

This aspect of proposed model invites further research.

4.9 Statistical Analysis

The exact nature of detailed statistical analysis is not known at this stage of the

study, but some major steps are:

1. Use of Factor Analysis for Questionnaire Development.

2. Descriptive Statistics, including demographics will be provided about the subjects

of study.

3. Regression Analysis will be applied using SPSS (statistical package).

4. Confirmatory Factory Analysis will be carried to confirm the model.

4.10 Results and Discussion

Results of the study will be discussed to check the significance of proposed

model. Further the implications of study for both theoretical and practical purposes will

be discussed. Further, scope for future research in this area will be highlighted.


References

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