603 | Page HIGH PERFORMANCE WORK SYSTEMS - IMPLICATIONS FOR PERCEIVED ORGANIZATIONAL SUPPORT OF EMPLOYEES IN INFORMATION TECHNOLOGYS SECTOR Manu Melwin Joy 1 , Ramesh Krishnan 2 1,2 Assistant Professor, Ilahia School of Management Studies, (India) ABSTRACT The employee‟s perception of how an organization values him may influence his attitude towards work. There is enough theoretical support to prove that perceived organizational support has an impact on employee attitudes and behaviors. This perception creates a sense of obligation within the employees that motivates them to work for the benefit of the organization. Apart from the perception of organizational support and external prestige, employee‟s value the quality of exchange that happens with their organization. This exchange between employee and employer form the basis of organizational support theory proposed by Eisenberger. In the organizational success literature, it has been stated that higher levels of perceived organizational support results in positive work outcomes and leads to superior organizational performance. The concept of perceived organizational support is getting widely accepted in the management sphere of global business with special reference to service sector. There is ample theoretical support to the argument that high performance work system leads to improvement in the perceived organizational support experienced by employees. This study tries to investigate the relationship between high performance work systems and perceived organizational support. Data collection was carried out among 400 employees working in 10 software firms with the help of online questionnaires. With the help of multiple regression analysis, data analysis was done using SPSS software. Results showed that there is a strong positive relationship between high performance work systems and perceived organizational support. Further analysis showed that there is a strong positive relationship between high performance work systems and job and wellbeing dimension of perceived organizational support. Key words: High performance work systems, Perceived Organizational Support, Software industry. I. INTRODUCTION Researchers in the field of organizational effectiveness have defined work as the exchange process in which employees put in their efforts and commitment to get financial and psychological benefits in return from the organization. From this employee-employer exchange relationship, it is evident that organizations achieve favorable and desirable results by treating their workforce generously (Gould, 1979; Levinson, 1965). Organization serves as a source of economic and emotional resources such as respect, caring, wages and medical benefits valued by the employees. When firms acknowledge the contribution of the employees, they