The Relationship Between Perceived Organizational Support And Job Participation Of Public And Private Sector Employees

Introduction The purpose of this quantitative correlational study was to understand if and to what extent there is relationship between perceived organisational support and job involvement of employees working in public and private sector in Jharkhand. In last two years, the pandemic has affected almost every aspect of Indian's lives and worklife is one of them. It has considerable effect on the well-being of workers. While the nation worked hard to bring down the cases and protect public health, employers worked hard to keep their company afloat and employees tried their best to be productive while adapting protective health practices. In the meantime, the employees felt cognitive and emotional burden because their jobs became stressful during pandemic and they also faced fear of job insecurity. The financial concerns and job insecurity together gave rise to the level of anxiety and stress. It was found that this not only has clear implications on employee's well-being and their mental health, but also their involvement at work. Employees were under stress and had feelings of uncertainty from adjustments to a new work schedule, balance between work and home life, and isolation was the major cause of stress for most employees. Human beings are kind of species which cannot survive in isolation that is why they are known as "social animal". There is interdependence and relationship among individuals and this relationship is the foundation of social support. Lackey and Cohen (2000) opined in their study that social support is one of the important components of human emotions, perceptions, actions and cognition. Therefore, it became important for the supervisors to encourage well-being of the employees, providing emotional support to them, fulfilling their needs through a way that employees can cope with the demands that pandemic has produced. During pandemic, the organisational support was the most important source of support for employees than usual. According to Organisational support theory by Eisenberger and Stinglhamber (2011), it was found that this theory is related to employee's health and safety outcomes. The organisation should support their employees and value them during difficult times like pandemic. According to social exchange theory it has three main aspects i.e. social constructionist, relationship and coping perspective. In 1986 Barrera divided social support into three type's i.e. enacted support, social integration,