Keeping and retaining of professional staff in organizations and increase their performance have always been the concern of many organizations and companies in competitive situation. Achievement of these objectives, depends on many factors such as perceiving organization and supervisor supports by the staff. In this research, the effect of Perceived organizational and supervisor support on organizational commitment and individual performance will be investigated. For this purpose, a sample gathered through statistical census of Itrac Company with 260 employees, were studies. The method of analysis of the collected data was correlation and regression (step by step) with SPSS software, the results showed that the Perceived organizational and supervisor support have positive and significant impact on affective and normative dimensions of organizational commitments and has positive impact on both the task and contextual performance, and there’s not a meaningful positive relationship only between Perceived organizational and supervisor support with continued commitment.

The purpose of the present study is to investigate the relationship between Perceived organizational support and organizational identification with regard to the moderating role of job embeddedness (links, fit and sacrifice). This research is a practical study in terms of purpose and a descriptive survey on based on data collection method. The population of this study was the branch staff of one of the private banks in Tehran. Sampling method was random clustering and standard questionnaires were used for data collection. The data were analyzed by structural equation modeling using Smart PLS3. 2. 6 software. The findings showed that Perceived organizational support had a positive and significant effect on organizational identification. In addition, job embeddedness played a partial moderating role in the relationship between Perceived organizational support and organizational identification. That is, increasing links and fit as the two dimensions of job embeddedness, resulted in improving the relationship between the two variables, but the sacrifice dimension had no significant moderating role. Analyzing and theoretical and practical suggestions that will be of great help to policymakers and practitioners in the field of human resources management are presented at the end of the article.

It is about five decades that researchers have studied the relationship between perception of organizational justice and employees' work (such as job satisfaction, job engagement and organizational commitment). During this time, many investigations have been done and the domain of literature has been developed remarkably. Moreover, new research fields have been introduced in which attitudinal factors have received special importance and position. Concerning the role of attitudinal factors in organization theories, the present research attempted through a structural model and by use of Amos software investigated the relationship between organizational justice, Perceived organizational support, organizational trust variables (independent variables) and organizational commitment (dependent variable). This research especially by use of theories of social exchange, organizational support, Leader-member exchange studied the role of Perceived organizational support and organizational trust as mediator variables. The participants in this research were 343 employees from fire department, the Red Crescent organization, university of Shahid Bahonar, office of affairs of Bank Melli branches in Kerman province. The results showed that organizational justice indirectly, through two variables of organizational support and organizational trust affects the commitment. The results also indicated that the Perceived organizational support have direct and indirect effects on commitment. Its indirect impact is through the variable of organizational trust and finally the direct effect of the organizational trust on the commitment is more than the effect of the organizational support on the dependent variable.

The goal of this study was to investigate the effect of Perceived organizational justice (POJ) on Perceived turnover intention (PTI) with the mediating effect of Perceived organizational identification (POI), organizational support (POS), and job satisfaction (PJS) in a public organization in east of Iran. The type of research was applicational&descriptive, and research method was correlational based on path analysis. From 870 employees of the organization, 270 persons selected by stratified random sampling based on Krejcie & Morgan (1970) sampling table. Measurment and collecting data instruments were: Perceived Distributional Justice (Kim, Moon, and Tikoo, 2004), Procedural and Interactional Juctice (Tabarsa, Esmaeli Givi and Esmaeli Givi, 1389s.c./2016), POI (Mael and Ashforth, 1992), POS (Edwards, 2009), PJS (Spector, 1985), and PTI (Sager, Griffeth and Hom, 1998). Data were analyzed by Pearson correlation and path analysis method by LISREL software. Findings revealed acceptable correlation between all variables in the study, and all hypotheses in all following pathes were confirmed (P<0.05): included: positive effect of Perceived organizational justice on Perceived organizational identification, and Perceived organizational justice on job satisfaction, Perceived organizational justice on organizational support, organizational support on job satisfaction, Perceived organizational identification on job satisfaction, and negative effect of organizational support on Perceived turnover intention, Perceived organizational identification on Perceived turnover intention, and job satisfaction on Perceived turnover intention. It means POJ (in order of beta) can separatly predict turnover intention from mediating role of organizational support, job satisfaction and organizational identification.

The purpose of this study is investigation of relationship between Perceived organizational support and organizational Commitment & Turnover intention in general and examination of relationship between dimensions of organizational Commitment (Affective Commitment, Normative Commitment, Continuance Commitment) and those two constructs in particular. For this purpose, a conceptual model based on the literature review of the context and its constructs was developed. To examine the relationship between constructs of the model, appropriate sampling method was utilized to select employees from a regional public organization. From the respondents, 98 questionnaires were found to be valid for data analysis. The results showed that there is positive and strong relationship between Perceived organizational support and organizational Commitment and there is negative relationship between Perceived organizational support and turnover intention.among 3 dimensions of organizational Commitment, continuance Commitment appeared to have the least positive relationship with Perceived organizational support. It was also revealed that, affective commitment had stronger negative relationship with turnover intention.