This study explores the complex dynamics of the Chinese hotel industry, with a specific focus on the interplay between perceived organisational support, job satisfaction, and job performance, moderated by supervisory support. Grounded in the Cognitive Dissonance Theory, the research aims to unveil the nuanced connections between these variables. Employing a diverse sample from one to five-star hotels across five major Chinese provinces, data analysis utilizes SPSS 23 and AMOS 22, incorporating correlation and regression analyses to validate hypotheses. The findings emphasize a crucial triad: amplifying perceived organisational support, supervisory support, and job satisfaction cultivates a conducive environment for heightened productivity and harmonious interactions, influencing employee retention and motivation. This transformative impact underscores the importance of recognizing and providing support at both organisational and supervisory levels. The Cognitive Dissonance Theory finds robust validation in positive correlations among perceived organisational support, supervisory support, and job satisfaction, extending implications beyond job contentment to broader dimensions of employee well-being. This research underscores the strategic significance of fostering a supportive ecosystem within the Chinese hotel industry, offering actionable interventions to optimize key work-related variables. Ultimately, the study contributes to academic discourse by unravelling intricate connections between support, satisfaction, and performance, aligning with theoretical foundations, and providing practical insights for the hotel industry. It advocates for a supportive ecosystem that enhances job performance, job satisfaction, and employee loyalty.