Training and job performance: the moderating role of perceived organizational support

Abstract

Training is defined as the acquisition of new knowledge which later improves job performance after attending a training program by following the flow of process of reaction to the training, learning, change in behavior, and increased performance as the result. The increased of job performance is influenced by many factors including the work environment. However, the influence of the social exchange factor in the workplace, known as perceived organizational support, on increased job performance has not been adequately explored. This study has been conducted to address this gap specifically to explore the moderating effect of perceived organizational support on the relationship between training and job performance. The data of this study has been collected through survey. The data was analyzed and it is revealed that perceived organizational support has an important role as a predictor to job performance but not as a moderator as proposed in this study.