The mediating role of perceived organizational support in the relationship between university teachers' competence and job performance: A comprehensive analysis

Qianqian Mo ,Siti Nisrin Mohd Anis

doi:10.18282/hrms4815

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The mediating role of perceived organizational support in the relationship between university teachers' competence and job performance: A comprehensive analysis

Qianqian Mo

Siti Nisrin Mohd Anis

Human Resources Management and Services 2025, 7(4), 4815; https://doi.org/10.18282/hrms4815

Submitted：15 Jul 2025

Accepted：15 Oct 2025

Published：08 Dec 2025

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Abstract

This study aims to explore the mediating role of perceived organizational support(POS) in the relationship between university teachers' competence and job performance. Through a questionnaire survey of 968 undergraduate university teachers in China, 879 valid questionnaires were collected. The study employed quantitative methods, constructing a university teacher competence scale comprising foundational competence, teaching competence, research competence, and innovation competence, as well as a job performance scale encompassing task performance, relationship performance, and adaptive performance. Structural equation modeling and SOBEL tests were used for data analysis. The results showed that POS exhibited different mediating effect patterns between various competence dimensions and job performance dimensions: no significant mediating effect was found in task performance; partial mediating effects were observed in relational performance and adaptive performance; and a complete mediating effect was identified between foundational competence and adaptive performance. The study provides theoretical support and practical guidance for university teachers management, emphasizing the importance of establishing a competence-based human resources management system, strengthening teachers perceptions of organizational support, and establishing diverse evaluation standards. Future research could further explore the impact of different cultural backgrounds and organizational types on mediating effects.

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References

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