The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective

2013 ◽  
Vol 119 (2) ◽  
pp. 265-273 ◽  
Author(s):  
Carrie Dusterhoff ◽  
J. Barton Cunningham ◽  
James N. MacGregor
Keyword(s):  
Moral Judgment ◽  
Organizational Justice ◽  
Performance Appraisal ◽  
Performance Rating ◽  
Leader Member Exchange ◽  
Perceived Utility ◽  
Member Exchange ◽  
Performance Appraisal Satisfaction

scholarly journals Pengaruh Leader Member Exchange (LMX) terhadap Kinerja Karyawan melalui Kepuasan Kerja pada PT. Berlian Jasa Terminal Indonesia

2021 ◽  
Vol 9 (1) ◽  
pp. 414
Author(s):  
Nuril Zulfa
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Employee Performance ◽  
Sampling Technique ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
High Workload ◽  
Permanent Employees

This study aims to determine and explain the effect of leader member exchange on employee performance through job satisfaction at PT. Berlian Jasa Terminal Indonesia. This research is a type of causal research with a quantitative approach with a population of 256 permanent employees, and the sampling technique uses probability sampling with a sample of 156 permanent employees. The statistical analysis used in this research is Structural Equation Modeling (SEM) with AMOS 23.0 software. This study indicates that the leader member exchange has a positive and significant effect on job satisfaction because there is a trusting relationship between superiors and subordinates. Job satisfaction has a positive and significant effect on employee performance because it was following company standards. Leader member exchange does not affect employee performance because it structures the performance appraisal. Job satisfaction cannot be an intervening variable between leader member exchange and employee performance due to high workload

scholarly journals A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples

2021 ◽  
Vol 12 ◽  
Author(s):  
Or Shkoler ◽  
Aharon Tziner ◽  
Cristinel Vasiliu ◽  
Claudiu-Nicolae Ghinea
Keyword(s):  
Organizational Justice ◽  
Cultural Context ◽  
Work Motivation ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Data Consistency ◽  
Counterproductive Work Behaviors ◽  
Future Research ◽  
Leader Member Exchange ◽  
Member Exchange

In an increasingly competitive work world, managers—whose links with subordinates, and their perceptions thereof, are critical components in that relationship—need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

scholarly journals Peran Manajemen Waktu dan Leader-Member Exchange terhadap Kinerja Pegawai Negeri Sipil

2019 ◽  
Vol 9 (2) ◽  
pp. 135
Author(s):  
Ilma Iftahul Ula ◽  
Fendy Suhariadi
Keyword(s):  
Performance Appraisal ◽  
Time Management ◽  
Working Hours ◽  
Analysis Data ◽  
Civil Servants ◽  
Leader Member Exchange ◽  
Regional Government ◽  
Member Exchange ◽  
Positive Time ◽  
Performance System

The performance of civil servants is important to be measured by each regional government in Indonesia. Thus, the Regional Government in District X in East Java has been renewing the performance appraisal method for civil servants in its educational unit by using the e-performance application. The e-performance is used to monitor the suitability of the working hours of each civil servant. The successful use of e-performance will be determined by the role of supervisors. Based on this fact, this study examined the influence of time management and leader-member exchange on the performance of civil servants in District X through the implementation of e-performance system. Hypothesizes of this study were tested using multiple regression analysis. Data were collected using time management and leader-member exchange scales. A total of 285 civil servants in District X which consist of 38.6% men and 61.4% women were involved in this study. The results show that there is positive effect of time management and leader-member exchange on the performance of participants. This study concludes that a positive time management and leader-member exchange among participants will lead to their better performances.  

Balancing organizational justice and leader–member exchange to engage workforce

2019 ◽  
Vol 31 (3) ◽  
pp. 231-246 ◽  
Author(s):  
Daria Sarti
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Justice ◽  
Work Engagement ◽  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

Purpose The purpose of this paper is, first, to examine the role of two key organizational determinants of work engagement among employees operating in human service organizations – organizational justice and leader–member exchange (LMX) – in nonprofit organizations – i.e. social cooperatives in Italy – and, second, whether any interaction effect exists between these two variables, more specifically if LMX plays a moderating role in the relationship between organizational justice perception and employees’ engagement. Design/methodology/approach The analysis was developed through the administration of a questionnaire to 290 employees operating in ten nonprofit human service organizations in Italy. Findings The results support the hypothesis of a positive relation between both distributive and procedural justice and work engagement. In addition, the aforesaid relation was moreover found to be stronger among employees experiencing high levels of LMX than those reporting little LMX. Research limitations/implications Despite some limitations, the paper has both theoretical and managerial implications. Originality/value This paper contributes to the research on the important role of organizational justice in enhancing employees’ work engagement and the pivotal interacting role of the leader in boosting this relationship.

Justice, Leader-Member Exchange, and Job Performance: Are Their Relationships Mediated by Organizational Culture?

2008 ◽  
Vol 103 (2) ◽  
pp. 516-526 ◽  
Author(s):  
Aharon Tziner ◽  
Tamar Shultz ◽  
Tom Fisher
Keyword(s):  
Organizational Culture ◽  
Job Performance ◽  
Organizational Justice ◽  
Public Service ◽  
Two Dimensions ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Predicted Model ◽  
Attention To Detail

The hypothesis that organizational justice is linked to leader–member exchange, which in turn affects job performance, was examined. It was predicted that two dimensions of organizational culture, employee supportiveness and attention to detail, would affect both leader–member exchange and organizational justice. Results from a sample of 75 employees of a public service organization found solid support for the predicted model. Contrary to expectations, however, the two aspects of organizational culture were found to play a mediating role: they were affected by organizational justice and in turn affected leader–member exchange. The theoretical implications of the results are discussed.

Sign in / Sign up

Export Citation Format

Share Document