MODERATING ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND ORGANIZATIONAL PERFORMANCE AMONG INDUSTRIAL EMPLOYEES

Purpose of the study: The present research paper investigated the moderating role of perceived organizational support on the relationship between organizational citizenship behavior and organizational performance. Methodology: The sample consisted of 205 employees from different organizations in Hattar Industrial State and Haripur, Pakistan. The Perceived Organizational Support (Eisenberger et al., 1986), the Organizational Citizenship Behavior (Podsakoff et al., 2009), and the Organizational Performance (Kuo, 2011) scales were used to attain the desired results. A purposive sampling technique was used with a cross-sectional survey research design. The employees from Hattar Industrial State were taken as the target sample. The statistical analysis was done using SPSS 21. The alpha reliability, Pearson correlation, t-test, ANOVA, linear and multiple regressions were calculated along with demographic analysis to meet the objectives of the study. Main Findings: Results indicated a highly significant positive correlation between OCB, POS, and OP. The results also showed that OCB and POS are significant predictors of OP. The gender differences are non-significant. The differences are significant between groups at upper, middle, lower, senior, and other management levels. The results showed significant differences between age groups with late age adults (46-60 years age) having high mean scores in organizational citizenship behavior and organizational performance. Among the demographic variables: age, average salary, and organizational size are significantly impacting organizational citizenship behavior, perceived organizational support, and organizational performance. The results indicated that perceived organizational support moderated the relation between organizational citizenship behavior and organizational performance significantly. Applications of the study: The study findings are important for organizations, officials, and managers to further develop work attitudes and work behaviors and enhance their performance and productivity. Novelty: Very few researchers have studied the employees in industrial settings. People spend a major part of their life in the workplace. Their work is affected by several organizational factors as well as their subjective factors. The impact of demographic variables has also been studied. Thus, this study provided insights into factors that affect employee performance.


INTRODUCTION
In today's modern and developing era every organization strives for competitiveness by having and providing one of the best human resources to its employees (Singh & Singh, 2013). Organizations cannot cultivate the effectiveness of collective wisdom devoid of the voluntary willingness of individuals to cooperate and collaborate which is very important. The market scenario has been rapidly changed with global economic pressures, technological advances, and changing customer's needs and wants. It has placed enhanced levels of competitive pressures and survival challenges to the enterprises by the increased complexity of environmental changes and enterprise performance expectations. Enterprises are becoming more reactive, fast, innovative, and competitive due to globalization. They need to know of appropriate workplace OCBs and to plan and deploy these OCBs effectively (Beauregard, 2012). Employees who have high occupational efficacy (OE) show more voluntary behaviors in helping co-workers with work-related problems as they proactively plan and organize their activities of the workday and accommodate them (Reizer & Hetsroni, 2015).
The effective working of any institution is usually promoted by employee citizenship behaviors without affecting human resource productivity. It makes OCB an area of recent interest in the literature related to employee behaviors, however, the scarcity of literature on organizational silence and OCB is astonishing. Acaray and Akturan (2015) explained the true employee as one who demonstrates OCB and higher contextual performance (Paille, 2011). There are several benefits of OCB in organizational settings such as enhanced productivity, enhanced service quality, increased customer value, and decreased levels of customer complaints. Most of the past literature has been mainly focusing on determinants of OCB. Lam et al. (2016) researched that OCBs increase employees' energy, enhancing employee s' capacities and ultimately better well-being is achieved. OCB forecasts performance (e.g., Lam et al., 2016;Park, 2018;Germeys et al., 2019). Furthermore, self-efficacy of the job proved a core precursor of OCB among customer-service employees and facilitate OCB. Occupational Efficacy (OE) predicts OCB (Reizer & Hetsroni, 2015). It impacts employees' performance. OCB is thus a good antecedent of creativity, efficiency, and general performance other than the quality performance. These conclusions provide a precise and deep understanding of the impacts of OCB in facets of performance more than reported in the literature (Choi, 2009;Germeys et al., 2019;Lam et al., 2016;Park, 2018).
Perceived organizational support (POS) is the global confidence of staff towards the organization. POS increases employees' felt obligation to help the organization in achieving its goals, their affective commitment, and their expectation of reward for improved performance. Social effects of POS contain augmented in-role and extra-role functioning and decreased nonappearance and staff renewal rate. The theory of organizational support (OST), explains that employees of the organization develop a generalized perception of the extent to which the organization cares for their well-being and values their contributions towards goals. The POS is attached with risky behaviors of employees and their immediate supervisors based on inner confidence that organizational management will take the failure as a process of innovation and effort. The human resources who are confident about the perception of support by the organization about care and well-being will more likely to go the extra mile to achieve organizational objectives. Studies confirm the nature of the association between OCB and perceived organizational support. Duffy and Lilly (2013) established that the average demand for success and influence impacted the relationship between these two constructs. In literature organizational performance is considered to cater for three main areas such as performance of the satisfaction delivered by product or service, financial achievements of the organization, and ROI gain of shareholders of the organization. On the other hand, is a term called organizational effectiveness which deals with the efficiency of operational excellence. Some specific approaches provide enhanced awareness about matters related to efficiency and effectiveness in organizations, one such approach is the balance scorecard approach (Alexandru, 2012). Profit per employee is most widely used and a deemed crucial marker of organizational performance ( Organizational support theory states that employees' high POS motivates them in helping the organization to reach its objectives. POS leads to increased affective organizational commitment (e.g., Allen & Shanock, 2013). Yaakobi and Weisberg (2020) confirmed Occupational Efficacy (OE) as an antecedent of OCB in determining performance. OCB predicts employee performance positively in addition to consequences of the position of their managers' tenure and Collective Efficacys' (CE). Besides, employees' and managers' CEs moderated the relation of OCB with performance: thus enhancing efficiency, creativity, and general performance. It leads to higher performance in organizational settings.
Very few researchers have studied the employees in industrial settings. People spend a major part of their life in the workplace. Their work is affected by several organizational factors as well as their subjective factors. As cited in literature that OCB and POS enhance organizational performance, the present research has studied them together. The perception of the support from the organization may enhance the OCBs towards performance. Therefore, the present study is aimed to find out the relationships between organizational citizenship behavior, perceived organizational support, and organizational performance. The moderating role of POS between OCB and organizational performance and industrial employees of different organizations as target samples has been focused.

Theoretical Framework
The cross-sectional survey research design and purposive sampling technique were used.

Objectives
The objectives of the research included investigations: 1 To establish the psychometric properties of the scales culturally.
2 To study industrial employees.
3 To study the relationship between Organizational Citizenship Behavior, Perceived Organizational Support, and Organizational Performance. 4 To study the impact of demographic variables and between-group differences.
5 To examine the moderating role of POS between OCB and OP.

Hypotheses
The hypotheses of the research included investigations H1: There will be a positive relationship between Organizational Citizenship Behavior and Organizational Performance and Perceived Organizational Support.
H2: Perceived Organizational Support and Organizational Citizenship Behavior will positively predict Organizational Performance.
H3: Male employees will score higher on Perceived Organizational Support, Organizational Citizenship Behavior, and Organizational Performance than female employees.
H4: There will be significant group differences among different management levels Perceived Organizational Support, Organizational Citizenship Behavior, and Organizational Performance.
H5: There will be a significant difference among age groups in Perceived Organizational Support, Organizational Citizenship Behavior, and Organizational Performance.
H6: Demographic characteristics will impact Perceived Organizational Support, Organizational Citizenship Behavior, and Organizational Performance.
H7: Perceived Organizational Support will moderate the relationship between Organizational Citizenship Behavior and Organizational Performance.

Method and Sample
The research was conducted with a cross-sectional survey research design.  (1) to strongly agree (7). Items 10, 11, 12 are the reverse items and scored reversely. The score ranges from a minimum score of 15 to a maximum score of 105. The reliability of the scale determined is 0.71 Organizational Performance: it is measured by the questions regarding organizational performance on a 5-point Likert scale ('1' strongly disagree to '5' strongly agree) using 6 items from the scale developed by Kuo (2011). The score ranges between 6 to 30. The established reliability of the scale is .81. The subjects were instructed and assured of confidentiality before the administration of the booklet of questionnaires. The questionnaires were collected back and thanked for their cooperation. SPSS 21 was used for data analyses. The data was arranged and analyzed statistically. For hypothesis testing. Alpha reliability, Pearson correlation, regression, t-test, ANOVA, and moderation analysis has been carried. The demographic variables were measured as categorical variables which include gender, age, and management level. Table 1 is analyzed, the participants were 87% males (87 persons) and 13% women (13 persons). When the age levels of the participants were considered 20-30 years the aged group was 51% (51 people), 31-45 years the aged group was 45% (45 people), 46-60 years and above aged group was 4% (4 people). When the management levels of the participants were analyzed, lower management level consisted of 42% (42 people), middle management level consisted of 39% (39 people), senior management level consisted of 11% (11 people) and 'other' included internees/daily wage employees that were 8% (8 people).  Table 2 shows the psychometric properties of scales. The reliability analysis indicates that the alpha reliability of OCB, POS, and OP are .86, .65, and .80 respectively which indicate satisfactory internal consistency. Results also show the Pearson correlation between OCB, POS, and OP are ranging from .539 ** to .627 **. The results confirmed a highly significant strong positive correlation between OCB, POS, and OP with p< 0.001.   Table 4 shows that the gender differences are non-significant in OCB, POS, and OP. To study the group differences between management levels in organizational citizenship behavior, perceived organizational support, and organizational performance one-way ANOVA was carried out. It compared the management level groups by comparing their mean values. The results also show that the employees' scores have significant differences, by management levels. The differences are significant between groups at upper, middle, lower, senior, and other management levels. The η 2 for organizational citizenship behavior = .014 and for Perceived organizational support = .015 and Organizational performance = .104 revealed that the effect size between group means is of moderate effect. The differences are significant.  For studying the impact of demographic characteristics on OCB, POS and OP multiple regressions were performed. The demographic included Gender, Age, Management Levels, Average Salary, and Organizational size. These demographics predict and impact OCB, POS and OP significantly with F (5,198) = 3.89**, F (5,198)= 4.08***, F (5,198)= 2.35* respectively. For OCB and POS, of the other demographic variables age, average salary, and organizational size are impacting significantly. For OP, of the other demographic variables only age is significantly impacting. The adjusted R 2 values for OCB, POS, and OP show that variances of 6.6% in OCB, 7.1% in POS, and 3.2% in the OP are accounted for on the demographic variables. Thus, the demographic characteristics significantly impact the OCB, POS, and OP of employees, which is confirmed by the present study.   Table 9 displays the conditional effect of OCB in OP at different values (at 1 SD below mean, at mean and 1 SD above mean) of POS. The relationship between OCB and OP is substantial (β = .138, p = .000) at 1 standard deviation was found to be beneath the average value of moderating variable. Reported further significantly high associations (β = .112, p = .000) average digit value of moderating construct. At a 1 Sd accounted value the very large (β =.082) and highly significant (p = .005). The conditional effect of OCB in OP transitioned is significant below and above this threshold and becomes more significant above it. The interaction effect is further shown in Figure 1.

DISCUSSION
The results of this study are important in determining the relationships between organizational performance and organizational citizenship behavior with perceived organizational support as a moderator. The first and second hypothesis of the study is given in Demographic characteristics have also been analyzed as predictors. Previous researches have also taken demographic characteristics as predictors and found different results (Sikorska-Simmons, 2005). The sixth hypothesis has been supported by the present research.

CONCLUSION AND RECOMMENDATIONS
The targeted sample consisted of industrial employees. The survey research design and purposive sampling technique led to achieving the objectives of the current study. The present research confirmed a significant positive correlation between OCB, POS, and OP and moderating role of POS between Organizational Citizenship Behavior and organizational performance. The demographic variables significantly impact organizational citizenship behavior, perceived organizational support, and organizational performance.
There are practical implications of study findings for organizations, officials, and managers to further develop work attitudes and work behaviors and enhance their performance and productivity. Organizational citizenship behavior and POS are influential predictors of organizational performance. Both of these variables impact organizational processes and organizational outcomes. The interventions should embed and flourish certain organizational citizenship behaviors to enhance organizational performance. .

LIMITATIONS AND STUDY FORWARD
The prominent methodological limitation of this study is the research design and sample selection. Because of the crosssectional study and survey research method, the relationships between POS, OCB, and OP were explained as relational rather than causal relations. Further studies should also research the effects of other organizational factors on organizational performance through a longitudinal study. There is a need for research to study the mechanism and range of organizational variables through which organizational factors and processes influence employee behaviors.

ACKNOWLEDGEMENT
I am grateful to all people involved in conducting and improving the research quality of this paper.

AUTHORS' CONTRIBUTION
Andleeb Akhtar and Sadaf Ahsan worked on the drafting of the manuscript and have carried statistical analysis whereas Syeda Naila Andleeb, Saira Bano, and Rimsha Kainat performed interpretations and technical parts.