Person-Centered Communication, Leader-Member Exchange, and Employee Job Satisfaction

2006 ◽  
Vol 23 (1) ◽  
pp. 35-44 ◽  
Author(s):  
Bryan Fix ◽  
Patricia M. Sias
2017 ◽  
Vol 3 (1) ◽  
pp. 62
Author(s):  
Rizka Nurhasti Agusta Harahap ◽  
Sholihati Amalia

This research aims to determine the influence of leader member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. The sample in this research is 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results indicate that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is a significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.


2017 ◽  
Vol 3 (1) ◽  
pp. 62-72
Author(s):  
Rizka Nurhasti Agusta Harahap ◽  
Sholihati Amalia

This research aims to determine the influence of leader member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. The sample in this research is 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results indicate that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is a significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.


2020 ◽  
Vol 9 (2) ◽  
pp. 617
Author(s):  
Rosalina Permatasari Nesia ◽  
I Gusti Ayu Manuati Dewi

Employees have an important role in achieving company goals, so the company continues to develop the potential of its human resources by increasing employee job satisfaction. The purpose of this study was to analyze the influence of leader-member exchange, employee empowerment and financial compensation on job satisfaction of employees of PT. Central Hero Manunggal. The population of this study were all employees of PT. Central Hero Manunggal, which numbered 40 people, divided into Administration, Sales and Marketing, and General Affairs. Sampling in this study used a saturated sample technique or census, where the entire study population was used as samples, so the number of samples used in this study were 40 people. Data collected in this study were analyzed using multiple linear regression. The results of the analysis show that leader-member exchange, employee empowerment, and financial compensation have a positive and significant effect on employee job satisfaction at PT. Central Hero Manunggal. This means that the better the relationship between superiors and subordinates, the more employees feel empowered and the higher the financial compensation given to employees of PT. Central Hero Manunggal, the level of job satisfaction will increase. Keywords: leader-member exchange, employee empowerment, financial compensation, job                        satisfaction


Author(s):  
Xiang Zhou ◽  
Samma Faiz Rasool ◽  
Jing Yang ◽  
Muhammad Zaheer Asghar

This study explores the effects of despotic leadership (DL) on employee job satisfaction (JS) using self-efficacy (SE) as a mediating variable and leader–member exchange (LMX) as a moderated variable. Building on the social learning and social exchange theory, our research proposes a research model. In this model, despotic leadership affects employee job satisfaction both directly and indirectly through self-efficacy and leader–member exchange. We used a questionnaire survey analysis approach to collect data. Data were collected from the employees of small- and medium-sized enterprises (SMEs) located in Guangdong Province, P.R. China. A pilot test of 20 participants with similar demographics as the final sample was performed to test the usability of the questionnaire. We distributed 500 questionnaires among the target population. In total, 230 usable questionnaires were returned, resulting in a response rate of 53%. To estimate the proposed relationships in the theoretical framework, we used SPSS and AMOS. The results of this study confirmed that despotic leadership has a negative impact on employee job satisfaction. Moreover, the outcomes of this study indicate that self-efficacy has a mediating effect between despotic leadership and employee job satisfaction. Similarly, the results also confirm that LMX has a moderating effect between despotic leadership and employee self-efficacy. Therefore, we conclude that the community is understanding of the mechanism of despotic leadership, identify the mechanism to effectively deal with its negative effects, broaden the relevant research on the antecedent variable of self-efficacy, and provide practical enlightenment enterprises to retain and employ people.


2016 ◽  
Vol 2 (2) ◽  
pp. 47
Author(s):  
Rizka Nurhasti Agusta Harahap ◽  
Sholihati Amalia

Leaders have a responsibility to manage human resources. Thus it is necessary a good relationship between the leader and the employee support the achievement of organizational goals. But in fact, indirectly leaders give higher trust to some employee only and does not do justice to any of his employees. Therefore, the employees may feel dissatisfied with their jobs because they feel unappreciated or unnoticed. It became one of the reasons the employees resign. On 2015 the number of employees who resigned from PT Sandy Globalindo is big enough. It is certainly become a problem for the company and could adversely affect the sustainability of the company. This research aims to determine the influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. Analysis of the data that used is descriptive analysis, classic assumption test, regression test, correlation and hypothesis test. The sample in this research as many as 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results, obtained equation Y = 3.681 + 0.382 0,759X with R square which indicates that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.


Author(s):  
Hondor Saragih ◽  
Yetti Supriyati ◽  
Sri Indah Nikensari ◽  
Ahmad Hidayat Sutawidjaya

The Indonesian military is currently faced with a situation in the colonel's career bottleneck so that there is the potential for overqualification of military employees working in government institutions. This symptom can lead to the situation of early retirement for military employees in civilian settings. As many as 157 colonels and lieutenant colonels working at the Ministry of Defense of the Republic of Indonesia were involved in a study to find out how the perceived overqualification and leader-member exchange was independently related to job satisfaction and the early retirement intention. The results show that leader-member exchange has a positive effect on job satisfaction but has positive effect on early retirement intention. Meanwhile, the perceived overqualification affects only employee job satisfaction, not on early retirement intention. Job satisfaction influences early retirement intention. Even so, leader-member exchange does have a negative effect on perceived overqualification. Policies aimed at improving the quality of subordinate superiors' relationships are needed to prevent early retirement intentions of employees who experience overqualification.


2016 ◽  
Vol 11 (12) ◽  
pp. 83 ◽  
Author(s):  
Hakan Turgut ◽  
Ismail Tokmak ◽  
M. Fikret Ates

<p>It is known in the business world that employees’ display of emotional labor in their relations with customers contributes to the success of the organization. Therefore, the aim of this study is to find out how the emotional dilemmas that employees experience affect their perceptions on job satisfaction and turnover intention and whether leader-member exchange has a moderating role on these relationships. In this respect, we performed a survey on the 371 employees of a company in Turkey. We used the scale developed by Diefendorff et al. (2005) to test emotional labor; the scale developed by Scandura and Graen (1984) to test leader-member exchange; the scale developed by Chen et al. (2009) to test job satisfaction and the scale developed by Scott et al. (1999) to test turnover intention. The all scales were measured valid and reliable for this sample group. In the hierarchical regression analyses, done to test the hypotheses, all variables were included in the model. According to the findings, emotional labor has a significant and positive direct effect on turnover intention and it has a significant and negative direct effect on job satisfaction. All these results taken into consideration, it was confirmed that when emotional labor increases, turnover intention also increases, and job satisfaction decreases. Furthermore, the moderating role of leader-member exchange between the relationship of emotional labor and turnover intention wasn’t approved; however, its moderating role between the relationship of emotional labor and job satisfaction was approved. To sum up, it is estimated that performing emotional labor is inevitable for organizational success and it is essential to develop new methods in order to prevent the negativities resulting from emotional dilemmas.</p>


2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Zakiy

The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as  personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. 


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