Social and organisational support on employee outcomes: the moderating effect of emotional intelligence

Research on social and organisational support have shown that receiving such support can have positive effects on employees, such as increased health and greater ability to handle stressful situations, and is also shown to increase employee productivity and attachment to the organisation. This study sets out to investigate the relationships between social and organisational support on employee outcomes such as job satisfaction and organisational commitment, and understand the effect of emotional intelligence in moderating these relationships. To measure specific variables in the study, several validated measures were used; the Interpersonal Support Evaluation List developed by Cohen and Hoberman (1983), the Survey of Perceived Organisational Support developed by Eisenberger et al. (1986), the Wong and Law Emotional Intelligence Scale developed by Wong and Law (2002), the Job Satisfaction Relative to Expectations Scale developed by Bacharach et al. (1991), and the Organisational Commitment Questionnaire developed by Mowday et al. (1979). The sample for this study were 172 working adults in Malaysia, and data was collected using an online questionnaire with 81 items using Likert scales to measure the specific variables in the study. Based on the sample of 172 working adults in Malaysia, the results of this study show that both social support and organisational support were significant predictors of employee outcomes such as job satisfaction and organisational commitment. The results also show that emotional intelligence moderates the relationships between organisational support and organisational commitment