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Member Exchange (member + exchange)
Selected AbstractsTHE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER,MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEMPERSONNEL PSYCHOLOGY, Issue 4 2008TOMOKI SEKIGUCHI Although job embeddedness was originally conceptualized to explain job stability or "why people stay" in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader,member exchange (LMX), organization-based self-esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3-way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed. [source] Dispositional and Situational Moderators of the Relationship Between Leader,Member Exchange and Work TensionJOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 7 2007Robyn Brouer This paper examines the relationship between leader,member exchange (LMX) and experienced work tension. The dispositional moderators of positive affectivity (PA) and negative affectivity (NA) and the situational moderator of frequency of interaction with the supervisor are included. We tested these relationships in a sample of 537 employees from various organizations. Specifically, we found that high NA coupled with high LMX produced the highest levels of work tension. Additionally, low frequency of interaction with the supervisor coupled with high LMX produced the highest levels of work tension. Finally, we found that the lowest levels of work tension were reported when individuals had high PA, high LMX, and high frequency of interaction with their supervisors. [source] Investigating the Moderating Effects of Leader,Member Exchange in the Psychological Contract Breach,Employee Performance Relationship: A Test of Two Competing PerspectivesBRITISH JOURNAL OF MANAGEMENT, Issue 2 2010Simon Lloyd D. Restubog Leader,member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high-quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross-sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in-role performance under conditions of high LMX. Implications of these results and future research directions are discussed. [source] Organizational commitment for knowledge workers: The roles of perceived organizational learning culture, leader,member exchange quality, and turnover intention ,HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 1 2010Baek-Kyoo (Brian) Joo This article investigates the impact of perceived organizational learning culture and leader,member exchange (LMX) quality on organizational commitment and eventually on employee turnover intention. Employees exhibited the highest organizational commitment when they perceived a higher learning culture and when they were supervised in a supportive fashion. Employee turnover intention was fully mediated by organizational commitment. Overall, 43% of the variance in organizational commitment was explained by organizational learning culture and LMX quality. About 40% of the variance in turnover intention was explained by organizational commitment. Thus, perceived organizational learning culture and LMX quality (antecedents) impacted on organizational commitment, which in turn contributed negatively to employee turnover intention (consequence). [source] Dispositional and Situational Moderators of the Relationship Between Leader,Member Exchange and Work TensionJOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 7 2007Robyn Brouer This paper examines the relationship between leader,member exchange (LMX) and experienced work tension. The dispositional moderators of positive affectivity (PA) and negative affectivity (NA) and the situational moderator of frequency of interaction with the supervisor are included. We tested these relationships in a sample of 537 employees from various organizations. Specifically, we found that high NA coupled with high LMX produced the highest levels of work tension. Additionally, low frequency of interaction with the supervisor coupled with high LMX produced the highest levels of work tension. Finally, we found that the lowest levels of work tension were reported when individuals had high PA, high LMX, and high frequency of interaction with their supervisors. [source] An examination of the curvilinear relationship between leader,member exchange and intent to turnoverJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2005Kenneth J. Harris Based on the theoretical identification of three different motivational forces for voluntary turnover,affective, calculative, and alternative,we hypothesize that the relationship between supervisor,subordinate relationship quality (i.e., leader,member exchange) and turnover intentions is best represented as curvilinear as opposed to linear. We test this hypothesis in two organizational samples consisting of 402 employees from a water management district and 183 employees from a distribution services organization. We found support for the hypothesis in both samples. We offer directions for future research. Copyright © 2005 John Wiley & Sons, Ltd. [source] Differential effects of strain on two forms of work performance: individual employee sales and creativityJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 1 2002Linn Van Dyne In this research, we develop and test a model of the links between psychological strain (subjective experiences of feeling conflict and tension) and work performance. Our model includes two types of strain (work strain and home strain) and two forms of work performance (quantity of individual sales performance and creativity). Thus we acknowledge the importance of work and non-work sources of strain as well as the multidimensional nature of work performance. We test the proposed relationships with data collected over six months from a field sample of 195 hair salon stylists (personal service workers who interact directly with customers and provide services directly to individuals and not to other firms). Results demonstrate a positive relation between work strain and individual employee sales performance and a negative relation between home strain and employee creativity at work. Leader,member exchange moderated the effects of work strain and home strain on creativity. We discuss findings and implications, emphasizing multiple roles, the importance of differentiating types of strain, and the multidimensionality of work performance. We conclude by suggesting that strain may be particularly relevant to work performance of employees in jobs like those in our sample which are characterized by high social interdependence and low task interdependence. Copyright © 2001 John Wiley & Sons, Ltd. [source] THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER,MEMBER EXCHANGE AND ORGANIZATION-BASED SELF-ESTEEMPERSONNEL PSYCHOLOGY, Issue 4 2008TOMOKI SEKIGUCHI Although job embeddedness was originally conceptualized to explain job stability or "why people stay" in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader,member exchange (LMX), organization-based self-esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3-way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed. [source] LEADERSHIP AND SEX-SIMILARITY: A COMPARISON IN A MILITARY SETTINGPERSONNEL PSYCHOLOGY, Issue 2 2007ROBERT P. VECCHIO In a study of the possible impact of leader and follower sex-similarity on leadership criteria, survey responses of 1,974 military cadets in 167 squads were analyzed at the completion of a month-long field training exercise. Analyses (which included a series of hierarchical linear models that explicitly accounted for the nested character of squad membership relative to a leader) yielded results that indicated that same-sex leader,subordinate pairings had more positive working relationships than different-sex pairings. However, leader ratings of subordinate performance did not yield clear evidence of such an effect. In addition, increases in the proportion of female members in a squad were not associated with differences in squad-level cohesion, while being associated with decreases in squad-level leader,member exchange (LMX). Subordinate reports of participation in decision making, although correlated positively with LMX, were not significantly different as a function of leader,subordinate sex-similarity. Implications are derived for managing demographic diversity in order to enhance within-unit functioning. [source] Investigating the Moderating Effects of Leader,Member Exchange in the Psychological Contract Breach,Employee Performance Relationship: A Test of Two Competing PerspectivesBRITISH JOURNAL OF MANAGEMENT, Issue 2 2010Simon Lloyd D. Restubog Leader,member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high-quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross-sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in-role performance under conditions of high LMX. Implications of these results and future research directions are discussed. [source] | |||||||||||||