Supervisor support, religiosity, work engagement, and affective commitment: evidence from a Middle Eastern emerging market

Abstract

Purpose

Drawing on job demands-resources (JD-R) theory, this study aims to develop a model of how work engagement mediates the relationship between supervisor support and affective commitment, with religiosity moderating the relationship between supervisor support and work engagement. This study further tests a moderated-mediation model exploring the relationships between supervisor support, religiosity, work engagement and affective commitment within a unique institutional context where religious values and beliefs significantly influence and shape people management practices.

Design/methodology/approach

Using a survey-based approach, data were collected from 367 employees from the telecommunication sector in the context of Jordan.

Findings

Supervisor support was positively related to work engagement, which positively impacts affective commitment. Work engagement mediated the relationship between supervisor support and affective commitment. In addition, religiosity amplified the relationship between supervisor support and work engagement, and the mediating effect of work engagement on the relationship between supervisor support and affective commitment.

Originality/value

This study contributes to JD-R theory and pertinent literature by examining the moderating role of religiosity, an important yet neglected personal resource. To the best of the authors’ knowledge, this study is the first to examine the interaction effect between religiosity and supervisor support in predicting work engagement. It is also the first to examine a moderated mediation model exploring the relationships between supervisor support, religiosity, work engagement and affective commitment.

Citation

Abualigah, A., Darwish, T.K., Davies, J., Haq, M. and Ahmad, S.Z. (2024), "Supervisor support, religiosity, work engagement, and affective commitment: evidence from a Middle Eastern emerging market", Journal of Asia Business Studies, Vol. 18 No. 1, pp. 1-20. https://doi.org/10.1108/JABS-11-2022-0394