Effects of calling and job engagement on job satisfaction: the double-edged moderating roles of organizational politics and organizational support
Praningrum Praningrum, Ferry Tema Atmaja, Delly Nofiani, Diana Sulianti K. Tobing, Rhienta AprisellaPurpose
Drawing on self-determination theory, this study aims to investigate how employees' perceived sense of calling is associated with job satisfaction, both directly and indirectly through job engagement, and how perceived organizational politics and perceived organizational support condition these relationships in different ways.
Design/methodology/approach
Data were collected through an online cross-sectional survey of 391 employees in Indonesia and analyzed using partial least squares structural equation modeling.
Findings
The results demonstrate that employees' perceived sense of calling is positively associated with job satisfaction, both directly and indirectly through job engagement. Perceived organizational politics negatively moderates the relationship between perceived sense of calling and job engagement. Perceived organizational support exhibits a seemingly paradoxical role: it strengthens the positive association between job engagement and job satisfaction but weakens the direct association between perceived sense of calling and job satisfaction.
Originality/value
This study extends organizational support theory by showing the seemingly paradoxical role of perceived organizational support: it strengthens the engagement–satisfaction relationship but may reduce the distinct relevance of calling for satisfaction within a supportive organizational climate. It also advances the calling and self-determination theory literature by presenting perceived sense of calling as a context-sensitive motivational orientation conditioned by perceived organizational politics and perceived organizational support. In addition, the study contributes to job engagement research by positioning engagement as a key mechanism linking calling to job satisfaction.