| Abstract [eng] |
This Master’s thesis investigates the relationships between perceived organizational support, work-related stress, coping strategies, and employee work engagement within an organizational context. The aim of the study is to determine how perceived organizational support is related to employee engagement, considering work stress as a mediating variable and coping strategies as moderating factors. To achieve this aim, the study set the following objective: to analyse the theoretical foundations of the investigated constructs, develop a conceptual research model and formulate hypotheses, design the research methodology, empirically examine direct, mediating, and moderating relationship, and provide practical recommendations for the organization. The empirical study was conducted using a quantitative survey and validated measurements instruments: the Perceived Organizational Support scale (POS), the Perceived Stress Scale (PSS-10), the Utrecht Work Engagement Scale (UWES-9), and the coping strategies questionnaire developed by Grakauskas and Valickas (2006). The sample consisted of 263 employees from a large-sized organization. Data were analysed using descriptive statistics, Cronbach’s alpha reliability analysed, correlation and regression analyses, mediation analysis (PROCESS Model 4), and moderated mediation analysis (PROCESS Model 14). The findings revealed that perceived organizational support is significantly associated with lower levels of employees’ work-related stress. Work stress showed a positive relationship with employee engagement, indicating that, in the context of the studied organization, stress may be experienced as challenge-type demand rather than a hindrance. Although the direct effect of POS on engagement was not statistically significant, a significant indirect effect through work stress was identified, supporting the mediation model. All four coping strategies-social support seeking, problem-focused coping, emotional discharge, and avoidance-significantly moderated the relationship between work stress and engagement, as well as the indirect POS-stress-engagement relationship. Overall, the results suggest that employees’ responses to work stress are closely related to the coping strategies they employ, while perceived organizational support functions as a key psychological resource shaping how stress is related to work engagement. These findings may be useful for organizations seeking to strengthen employee well-being, motivation, and sustainable engagement. The study provides directions for future research and may contribute to academic discussions in organizational psychology and human resource management. |
