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Temporary staff performance in universities: How can employee-organization relationship be enhanced in an institution?

Author

Listed:
  • Nandrianina L. P. Rakotoarizaka

    (Universitas Muhammadiyah Yogyakarta)

  • Ika Nurul Qamari

    (Universitas Muhammadiyah Yogyakarta)

  • Nuryakin Nuryakin

    (Universitas Muhammadiyah Yogyakarta)

Abstract

This empirical research evaluates the mediating role of the employee-organization relationship through work flexibility and perceived organizational support variables on temporary employee performance in an academic institution. This research included 116 temporary administrative respondents as samples. The census sample selection approach was used to analyze primary data using SmartPLS. The present study revealed that work flexibility has no significant effect on employee-organization relations. Meanwhile, perceived organizational support has a substantial and positive impact on the employee-organization relationship. Work flexibility and employee-organization relationship positively and significantly impact temporary staff performance. Perceived organizational support does not affect temporary staff performance. Employee-organization relationship fully mediates the positive relationship between perceived organizational support and temporary staff performance. This paper is one of the first papers to investigate the role of the employee-organization relationship as an intervening variable in the relationship between workplace flexibility and perceived organizational support of temporary staff performance at a private university. Key Words:Work Flexibility, Perceived Organizational Support, Temporary Staff Performance, Employee-Organization Relationship

Suggested Citation

  • Nandrianina L. P. Rakotoarizaka & Ika Nurul Qamari & Nuryakin Nuryakin, 2022. "Temporary staff performance in universities: How can employee-organization relationship be enhanced in an institution?," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(5), pages 293-303, July.
    • Handle: RePEc:rbs:ijbrss:v:11:y:2022:i:5:p:293-303
    DOI: 10.20525/ijrbs.v11i5.1874
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