The Impact of Organisational Support and Organisational Identification on the Job Performance of University Staff

This study examined the impact of perceived organisational support (POS) and organisational identification (OI) on job performance among university staff. The research was conducted using a cross-sectional design, with data collected from 164 staff members of the University of Cape Coast through structured questionnaires. Findings indicate that 90.2% of staff perceive moderate levels of organisational support. However, the study found no direct relationship between POS and job performance (r = .077, p = .326). Instead, organisational identification emerged as a significant predictor of job performance (r = .458, p < .001). A weak but significant correlation between POS and OI (r = .156, p = .046) was observed. Multiple regression analysis further confirmed that OI significantly predicts job performance (β = .827, p < .001), while POS does not have a significant impact (β= .013, p = .900). The overall model explains 21.1% of the variance in job performance (R² = .211, F(3,160) = 14.248, p < .001), emphasising that OI plays a stronger role in predicting employee performance than POS. The study underscores the importance of strengthening organisational identification as a more effective strategy for improving employee performance than simply increasing perceived support. Recommendations include enhancing organisational identification through leadership initiatives, participatory decision-making, and a strong workplace culture. Additionally, professional development opportunities, fair treatment, and recognition programmmes can help improve POS and indirectly influence job performance.