1. INTRODUCTION:

Institutions are facing substantial and emergent challenges and there is an evidence that employee engagement is undeniably vital for institutional success. Employees in an education sector lean towards to be highly motivated and they arise a sense of satisfaction from their profession. They also seem to be proud to work in the education sector. Institutions with engaged and motivated faculties were able to deliver high- quality teaching and learning.

Employee engagement is a person's contribution both physically and candidly which incorporates head, heart, and hands of an employee and engaged employee work enthusiastically which prompts the accomplishment of hierarchical objectives

Employee engagement is the degree to which employees are submitted reasonably and inwardly. Engaged employee is the person who applies their additional exertion and devotion for the institutional achievement.

Now a days, Institutions forfeit consideration to the aspects which are playing a vital role in enhancing individual employee affirmative attitude and activities to regulate their effectiveness on their assigned task. Many researchers explored that employees tend to enhance their performance if they found their association worth their inputs and bothered about their prosperity.

Furthermore, they also asserted that engaged employee provides an opportunity to their organization to boost the competitive advantage and amplify their performance all the way through holding their endowments (Corporate Leadership Council, 2006). Hence, employees are considered as the crucial asset among all others in the association as they have the bent to makeover the targets of the association in actuality (Allen, Shore and Griffeth, 2003).

The previous literature proposed that supervisor’s sure deeds are able to track the employee to be additional devoted, satisfied plus emotionally involved with their association. While employees are working with their organization don’t feel that they are engaged which affect the organizational image and its development. Employees those are engaged are able to pursue their account ability regarding the errands and belongingness towards their association (Eisenberger et al., 1986).

Therefore, as per the previous literature, the researcher tries to identify the relationship between perceived supervisory support and Job satisfaction, with the mediation role of employee engagement.

This investigation concentrates on the need to have strong perception towards supervisor support which enhances the job satisfaction level of the faculties of an institution which would take them into the category of engaged faculty members. Supervisors support plays asignificant part in engaging faculties. It is essential for the supervisor to look engagement as a strategic priority.

2. REVIEW OF LITERATURE:

2.1 Employee Engagement:

In the modern commercial scenario, a high degree of employee engagement is ahead vital and it has been well thoroughly considered as one of the real idea of the organization's management (Welbourne 2007), as engaged employees, they are extra job concerned and devoted towards their organization (Macey and Schneider, 2008).

In the field of Human Resource Development (HRD), Employee Engagement is a budding and embryonic notion.(Shuck and Wollard 2010) has given the definition of Employee Engagement as “an individual employee’s cognitive, emotional, and behavioral state directed toward desired organizational outcomes”.

On the premise of numerous observational backings, there are sound-inquired about truisms concerning the presence of Employee Engagement. Several studies suggested that the presence of higher echelon of employee engagement essentially trim down turnover goal (Maslach, Schaufeli and Leiter, 2001; Saks, 2006; Shuck, Reio and Rocco, 2011). Employee Engagement has been characterized as positive, satisfying and work related circumstance described by vigour, devotion, and absorption (Schaufeli et al., 2001). (Bakker et al. 2008) unveil that engagement is a "positive, satisfying, emotional motivational condition of business related prosperity that is described by energy, commitment, and assimilation".

Moreover, numerous researchers recommended that a presence of raised echelons of employee engagement is additionally thinking to increase work and task execution, emotional responsibility, and client benefit (Richman, 2006; Fleming and Asplund, 2007; Rich, LePine and Crawford, 2010; Christian et al., 2011 ;). While analysts’ center has turned towards the up and coming condition of engagement, they proposed that there may be a few antecedents to employee engagement which could include towards the improvement of engaged employee (Saks, 2006). Thusly, employee engagement is the idea that encourages the organization to convey the workforce inside their grip to overcome the targets of the organization. Along these lines, (Wellins and Concelman 2005) expressed that Employee engagement is "the viewpoint or way employees have while in transit to their occupations and organization". (Kahn 1992) underscores that engagement is built up through the behavioral support of individual's psychical, cognitive and emotional vitality into work activities. Accordingly, it can compress that engagement is the arrangement of "hands, head and heart" (Ashforth and Humphrey, 1995) for strong usage of finish job performance and satisfaction.

2.2 Perceived Supervisor Support:

In light of the conception of social exchange(Cropanzano and Mitchell, 2005) uncover that perceived supervisor support builds the felt commitment among employees which leads to accomplishing the supervisor and in addition organizational objectives too.

Employees deserve that their supervisor will give all the fundamental help to proceed with their exercises and to make them more drew in with the organization. This might be the sentiment the employee that supervisor can assume an indispensable part to draw in the employee which may upgrade their belongingness to the organization. Previous literature likewise finds the connection between supervisor support and engagement of employee with the organization.

(Swanberg et al. 2011) reveal a significant connection between supervisor support and employee engagement in the organization. The authors uncover that those employees who feel strong support from the immediate supervisor can without much of a stretch draw in them with the objectives and destinations of an organization. Facilitate in another exploration, (Shamian, Laschinger and Finegan 2001) additionally uncover the relationship between supervisor support and employee engagement. The researchers uncovered that if the supervisor gives the more strong condition to their employees, employees will draw in them with the authoritative ethnicity and exhibit more advantageous work demeanors. (Otken and Erben, 2010) found the significant results of supervisor support on engagement. In light of this linkage, it is probably going to expect that when employees perceive support is guaranteed from the supervisor, they will feel more esteemed by the organization because the supervisor is considered as a delegate of the organization and the outcome will be more employees drawn in as reciprocity. The supervisors can have a fundamental impact in influencing employees' state of mind and conduct to the organization which may lift their execution in the organization. A broad literature in this angle recommends a positive connection between support from supervisor and the useful result, such as , job commitment and employee retention (Eisenberger et al., 2002; Shanock and Eisenberger, 2006).

(Ellinger and Keller 2003) Additionally, consider perceives supervisor support and their instructing conduct as the start of the attitudinal and behavioral result. The analyst recommends from the investigation that employees saw bolster from supervisor make the employee more satisfied.

2.3 Job satisfaction:

Definitely, Job satisfaction is a sound-research construct, job satisfaction marked through the cognitive, emotional, and effective reaction to the characteristics and magnitude of the job (Judge and Ilies, 2004; Locke, 1976; Rich et al., 2010). An organization can manage the smooth process of employee satisfaction in their job through their human resource practices, working conditions and organizational climate or environment as a whole (Hellriegeland Slocum, 1974; Schneider and Snyder, 1975).

(Saks 2006) in his research indicated that job satisfaction and engagement has a positive bond. He concluded that engagement plays a mediating role between antecedents and job satisfaction of employees. Therefore, we assume that feeling and thoughts of a workforce about their respective job will be related to engagement. Job satisfaction replicates how employees are on the job and their response toward their job experiences (Berry, 1997); respond toward the job or emotional state (Gruneberg, 1979; Landy and Conte, 2004), how optimistic employees feel about their jobs, portion of their job (Spector, 1997) and job circumstances (Wood, Wood and Boyd, 2007). (Jolodar and Jolodar 2012) verified that human resources development and worker’s productivity is straight forwardly connected with job satisfaction. Earlier literature illustrates that there are various aspects that could influence job satisfaction and employees can be more contented with their jobs (Lo and Ramayah, 2011). Organization assesses job satisfaction for the reason that it is pinpointing employees work behavior such as absence from the workplace, turnover intention, and productivity (Cranny, Smith and Stone, 1992). Researchers indicated that job satisfaction is not only associated with organizational environmental factors and psycho-social factors but it is also related to emotional and economic factor and has found related to employee turnover, absenteeism, and lethargies (Brayfield and Crockett, 1955).

3.PROPOSED RESEARCH MODEL AND HYPOTHESIS:

Figure 1: A Simple Mediation Model

Source: Hayes (2008).

Notes^1: X- Independent variable; Y- Dependent variable

M - Mediating Variable.

Figure 2: Proposed Research Model

Source: Author

Notes²: PSS- Perceived Supervisor Support; EE-

Employee Engagement; JS- Job Satisfaction

Figure 1: depicts the mediation model proposed by Hayes (2008) which shows the evaluation of the indirect effect of X i.e. independent variable on Y i.e. dependent variable all the way through an intermediary mediator variable M, causally located between X and Y (Hayes, 2015). Figure 2 demonstrates proposed a model and taken the variables are in the light of previous literature. Here, the X i.e. an independent variable is Perceived supervisor support (PSS), Y i.e. the dependent variable is Job Satisfaction (JS) all the way through a mediator variable i.e. M is Employee Engagement (EE).

4. HYPOTHESIS:

H₁: Perceived supervisor support positively affects Employee Engagement.

H₂: Employee Engagement positively affects Job Satisfaction.

H_3:Perceived supervisor support positively affects Job Satisfaction.

H₄: Employee Engagement has a mediating effect on Perceived Supervisor support and Job satisfaction.

5. METHODOLOGY:

5.1 Sample and Procedure:

The sample consisted of 130 respondents belongs to management institutions located in Delhi- NCR. The data were analyzed by using PLS-SEM and model proposed by Hayes (2008). The data were collected from the primary source and by using random sampling method; the questionnaire was given to the respondents via the internet using google.docs as well as through personal visit. In order to promote an unbiased response from the respondents, the researcher makes ensure that data would be confidential and total results should be communicated in the final report, and they are free to share their frank views and opinion. The total number of the questionnaire which was found to be complete and valid was 100 which composite of the head of the department, associate professor and assistant professor from respective institution. The demographic summary of the respondents was assessed and it shows that 12per cent of the respondents were head of the department, seven percent were an associate professor and the rest eighty-one percent were assistant professor. Gender-wise division of the demographic section showed that males were 48 per cent and females were 52 per cent.

5.2 Instruments:

The Questionnaire was intended to gauge the accompanying factors/instrument adjusted in this research study. These are following:

5.2.1 Perceived supervisor support:

The variable was measured utilizing the six-item scale. The reactions to these scales were measured on a Likert five point scale running from (1= Strongly Agree to 5= Strongly Disagree).

5.2.2 Employee Engagement:

The variable was measured utilizing the fifteen- items scale. The reactions to these scales were measured on a Likert five point scale running from (1= Strongly Agree to 5= Strongly Disagree).

5.2.3 Job Satisfaction:

The variable was measured utilizing the three items scale. The reactions to these scales were measured on a Likert five point scale running from (1= strongly agree to 5= strongly disagree).

6. Demographic Variable:

Gender, Age, Academic experience, Designation and Qualification were treated as demographic variable.

Table 2 shows descriptive statistics encompassing means and standard deviations followed by Cronbach’s alpha and Kaiser-Meyer-Olkin test of each variable that was included to measure their internal reliability. Cronbach’s alpha for Perceived supervisor support was estimated at .96 followed by .90 for Employee Engagement and 68 for Job Satisfaction. KMO value for Perceived supervisor support was 0.962 followed by Employee engagement i.e. 88 and .68 for Job satisfaction at a significant level. In the event that the estimation of Cronbach's alpha is more noteworthy than 0.7 then the instrument is viewed as reliable. Kaiser-Meyer-Olkin test was done to gauge the homogeneity of factors. If the value of the KMO ranges between. 60. To. 69, it is considered to be mediocre i.e. of average quality and if ranges between .70 to .79, and it is considered as fair. Thus, all the instruments were deemed to have fairly acceptable/adequate internal consistency.

Table: 2 Descriptive Statistics, Cronbach’s Alpha and KMO Test

Variable	Mean	S D	Cronbach’s Alpha	Kaiser-Meyer-Olkin Test (KMO)
Perceived supervisor support	13.36	5.59	.96	.96
Employee Engagement	36.37	10.10	.91	.88
Job Satisfaction	6.72	3.26	.69	.69

PLS-SEM permits the investigator to eradicate biases and not consistent factor estimates; specific item loadings are simultaneously measured in context to the specified model. PLS-SEM is an effective tool to test the proposed relationships among the constructs by reducing TYPE II errors (measurement errors). Figure 3 displays item reliability was also evaluated by measuring the factor loadings of the each variable on their respective constructs. The loadings above .50 were acceptable and the minimum threshold value of loadings was .70. In this way, all items that had a stacking of underneath .50 were eliminated from the measurement model.

7. Data Analysis:

The data were scrutinized by using the mediation model proposed by Hayes, (2008). This model aimed to evaluate an indirect effect of an independent variable on the dependent variable i.e. an indirect effect of X on Y all the way through the mediating variable i.e. M, which is casually is in between an independent and the dependent variable.

X is the input variable, Y is the output and M is the mediating variable. This technique of mediation is used where the researcher aim is to examine casual relationship and an influence between an independent and the dependent variable. As appeared in Figure 1, model intend that a few independent variable (X) is correlated with some the dependent variable (Y) not on the ground that it applies some direct effect upon the dependent variable, but since it grounds changes in mediating variable (M), and afterward the mediating variable grounds changes in the dependent variable.Mediation model indicated two pathways, the first is the direct effect where the independent variable (X) goes to the dependent variable (Y) without going through the mediating variable (M) and the second is an indirect effect where an independent variable (X) goes to the dependent variable (Y) through the mediator variable (M). Hayes (2008) exhibited that the direct, as well as an indirect effect of X and Y, can be anticipated with the assistance of two ordinary least square equations utilizing Y and M as coming out variables. There are two coming about variables framing two equations and these equations can be foreseen by performing ordinary least square regression analyses by using SPSS PROCESS which was introduced by Andrew F. Hayes (2008). According to Hayes (2008) explication, the equations can be found as:

M =i₁+ aX +eM (1)

Y =i₂ +c`X +BM +eY (2)

Here a and c’ determine the direct effect of an independent variable (X) on Mediating variable (M) and the dependent variable (Y), respectively. Hayes (2008) illustrated that researcher could compute an indirect effect of an independent variable (X) on the dependent variable (Y) all the way through mediating variable (M) by multiplying a and b which we found in equation (1) and (2). Therefore, a single unit change in anindependent variable (X) will lead to ab unit change in the dependent variable due to the effect of an independent variable (X) on the mediating variable (M) which on the other hand influence the dependent variable (Y). While running the third ordinary least square regression, the total effect of an independent variable (X) on the dependent variable (Y) can be estimated:

Y =i3 +cX+eY (3)

Here, c is the measure of the total effect. The sum of the direct effect and the indirect effect represents the total effect. Therefore,

c=c`+ ab (4)

This entails:

Ab =c-c` (5)

Equation (5) represents arethe mark able approach of indirect effect (Hayes, 2008), that is, the researcher can get indirect, mediation effect by eliminating an effect of an independent variable (X) onthe dependent variable (Y) although holding the mediating variable (M) constant from the totaleffect of X on Y. A simple mediation model can be seen in Figure 2. For obtaining the significance of coefficients a, b, c, and ab, the researcher will apply the process of bootstrapping of 5000 samples 95% of confidence level for confidence interval as well as p- values employing the PROCESS.SPSS developed by Hayes.

8. RESULTS:

Y= Job Satisfaction (DV)

X=Perceived Supervisor Support (IV)

M= Employee Engagement (Mediator)

Sample size= 100

8.1 Specific path Results:

Table 3: IV to Mediator (a path)

Perceived Supervisor support	Co.eff	se	t	p
Perceived Supervisor support	1.18	0.13	8.64	.0000

Note: Co.eff- Unstandardized path coefficient (slope); se- standard error, t- test statistic; p-p value.

Table 3 illustrates the influence of independent variable i.e. Perceived supervisor support on the mediating variable i.e. Employee engagement. And the path is known as ‘a’ path as dramatically shown in Figure 2. It is clear from Table 3 that slope coefficient of perceived supervisor support is positive (refer table 3) and significant at 0.000 with the standard error of 0.13, thereby supporting Hypothesis 1.

Table 4: Direct effects of Mediator on Dependent Variable (b path)

Employee Engagement	Co.eff	se	t	p
Employee Engagement	.17	.032	5.38	.0000

Note: Co.eff- Unstandardized path coefficient (slope); se- standard error, t- test statistic; p-p value.

Table 4 illustrate the direct effect of mediator i.e. Employee engagement on Dependent Variable i.e. Job satisfaction. And this path is ‘b’ path as shown in figure 2. Here it can be observed that slope coefficient of Employee engagement is positive and significant with the standard error of 0.0325. This demonstrated that employee engagement influence job satisfaction. There by, supporting Hypothesis 2.

Table 5: Total effects of Independent Variable on Dependent Variable (c path)

Perceived Supervisor support	Co.eff	se	t	p
Perceived Supervisor support	.30	.050	6.14	.0000

Note: Co.eff- Unstandardized path coefficient (slope); se- standard error, t- test statistic; p-p value.

Table 5 illustrates the total effect of perceived supervisor support i.e. independent variable on the job satisfaction i.e. dependent variable without controlling a mediating variable. Thus, it is an unmediated path known as ‘c’ path. Here it can be observed that slope coefficient is positive and significant with the standard error of 0.0501. There by, supporting Hypothesis 3.

Table 6: Direct effect of Independent Variable on Dependent Variable (c’ path)

Perceived Supervisor support	Co.eff	se	t	p
Perceived Supervisor support	.1001	.0587	1.70	.091

Note: Co.eff- Unstandardized path coefficient (slope); se- standard error, t- test statistic; p-p value.

Table 6 illustrates the total effect of independent variable i.e. Perceived supervisor support on dependent variable i.e. Job satisfaction while including mediating variable i.e. employee engagement and the results here demonstrate that slope coefficient is positive but insignificant. Therefore, it can be said that there is complete mediation because it is the case in which independent variable is no longer affect dependent variable after mediating variable has been controlled.

Table 7: Model summary for DV

R	R²	F	df1	df2	p
0.6666	0.4443	38.7774	2.0000	97.0000	0.0000

Note: R- Multiple correlation coefficient between all the predictors in the model and the dependent variable; R²- Proportion of variance in the dependent variable; F- Test statistics; df- degree of freedom; p- p value.

Table 7 shows the model summary of dependent variable i.e. job satisfaction which depicted that the direct regression coefficients. Here R² is 0.4443 which means 44.43% of the variance of the total model which goes significantly.

8.2 Bootstrap Results for Indirect Effects:

Table 8: Indirect Effect of Independent Variable on Dependent Variable through Proposed Mediator (ab path)

		Bias Corrected Bootstrap Confidence Interval		Percentile Bootstrap Confidence Interval
Effect	Boot SE	Boot LLCI	Boot ULCI	Boot LLCI	Boot ULCI
0.2078	0.0490	0.1219	0.3101	0.1203	0.3111

Note: LLCI and ULCI, respectively, are the lower and upper confidence intervals of the effect coefficients obtained from the sampling distribution generated through bootstrapping.

Table 8 indicates the Bootstrap column reports the average indirect effect for all the bootstrap samples, and the "Bias" estimate is the degree to which this full sample estimate differs the bootstrap estimate, "SE" is the standard error, the "Bias Corrected and Accelerated Confidence Intervals" and the "Percentile Confidence Intervals" give the 95% confidence limits for all the mediation effects When the confidence limits include 0, the indirect effect is non-significant. We will use the standard percentile confidence limits as the bias-corrected limits may have slightly elevated Type I error rates (Fritz, Taylor, and MacKinnon, 2012; Hayes and Scharkow, 2013).

Here, in figure 4, the researcher shows the mediation model which comes from the results of the study. EE here is Employee Engagement, PSS is Perceived Supervisor support and JS stands for Job satisfaction.

In Table 9, the results of mediation test through Sobel test and others indicates that Employee Engagement can mediate the relationship between Perceived supervisor support and Job satisfaction as depicted in the table by p value <0.001, Here, the Hypothesis 4 is accepted. This means that the education sector has to improve their concern towards Perceived supervisor support which would lead to job satisfaction of employees working in an education sector and make them engaged employees.

9. DISCUSSION:

To end with the results, the proposed model predicted that Employee Engagement mediates the relationship between Perceived Supervisor Support and Job satisfaction. Employee engagement and job satisfaction must be measured, focused and invested in. The Supervisors are very much responsible for the activities performed by their subordinates. Supervisors need to communicate properly with faculties including face to face communication and allow them to share their views and opinions. Supervisor must ensure the performance of their team and has to manage and reduce the stress among their faculties. In an education sector, to enhance the performance of institution’s faculty members, the supervisor must provide proper support and guidance since these are the prime constituents of job satisfaction, i.e., employees who perceive higher supervisor support are more likely to reciprocate with greater levels of engagement in their job. Engaged employees are also more likely to have a high-quality relationship with their supervisor leading them to also have more optimistic attitudes and behaviors.

10. RESTRICTIONS AND FUTURE SCOPE OF RESEARCH:

This study has few limitations. The study is based on small sample size confined to the management institutions located in Delhi/NCR hence generalization cannot be made. Also, the study is based on few variables; therefore, more variables could be focused upon to examine their relationship with employee engagement.

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Received on 25.08.2017 Modified on 08.12.2017

Asian Journal of Management. 2018; 9(1):189-196

DOI: 10.5958/2321-5763.2018.00029.X

Input		Test Statistics	Std. Error	p- value
a. 1.1877	Sobel Test	4.57040513	0.04547682	0.00000487
b. 0.1750	Aroian Test	4.54852964	0.04569554	0.0000054
Sa.0.1374	Goodman Test	4.59259932	0.04525705	0.00000438
Sb.0.0325	Goodman Test