INTRODUCTION

Perceived Organizational Support (POS) has garnered much of the scholarly

attention during the last certain decades and has been used as a construct to explain

the employee behaviors with respect to job satisfaction, job performance and

turnover intentions (Kurtessis et al., 2015). POS is defined as the perception of

workers about the interest that employers take in their well-being and the amount of

value the firms attribute to their work (Eisenberger et al., 1990). Extant literature

proves that perceived organizational support has a positive correlation with job

satisfaction and employee well-being (Bachtiar et al, 2018; Bernarto et al., 2020). It

has been classified as one of the antecedents for cross cultural adjustments of

expatriates as the literature proves that POS is considered critical in reducing the

stress and role ambiguity and thus help the expatriates adjust better in a foreign

environment (Black and Gregerson, 1991; Aycan, 1997; Takeuchi et al, 2009). POS

helps in building the trust of employees on their organization and thus they

reciprocate in many ways which consequently lead to overall job satisfaction (Maan,

Abid, Butt, Ashfaq & Ahmed, 2020).

Today’s fast changing global landscape of business requires a skilled workforce,

which is no more a luxury but a way to gain the competitive edge. A trained and

capable workforce is classified as an asset which is scarce as well as inimitable

(Biswas, 2018) for which firms keep looking for employees who can perform well in a

global context (Shaffer, Kraimer, Chen & Bolino, 2012). The increased

interconnectedness among the nations due to rapid globalization and the rise of

MNCs has revolutionized the global workforce practices (Collings et al., 2012;

Collings & Isichei, 2018).