Employee’s reciprocation of organizational support and leader – member exchange

2014 ◽  
Vol 37 (11) ◽  
pp. 930-943 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Wan Khairuzzaman Wan Ismail ◽  
Salmiah Mohamad Amin
Keyword(s):  
Organizational Support ◽  
Sampling Technique ◽  
Job Involvement ◽  
Leader Member Exchange ◽  
Role Performance ◽  
Mediation Effects ◽  
Content Type ◽  
Role Behavior ◽  
Member Exchange ◽  
Multistage Sampling

Purpose – This paper aims to investigate the association between leader–member exchange (LMX) and perceived organizational support (POS) and their impact on job involvement, in-role performance and extra-role behavior. Design/methodology/approach – Data were collected via questionnaire from 231 employees selected from 40 branches of top ten banks in Pakistan. Banks were selected from the central bank Web site. Sample was selected using multistage sampling technique. Findings – Findings of the study reveal that LMX is an important predictor of employees’ perception of organizational support and job involvement. It is also evident that POS mediate the relation of LMX and job involvement. Further inquiry proves that job involvement created due to presence of support increases employees’ in-role performance and positively influences their extra-role behavior. Originality/value – This study explores the unveiled association of LMX and POS, and mediation effects of POS on job outcomes.

Relationship between leader member exchange (LMX), high-involvement HRP and employee resilience on extra-role performance

2018 ◽  
Vol 10 (2) ◽  
pp. 126-150 ◽  
Author(s):  
Neha Gupta ◽  
Vandna Sharma
Keyword(s):  
Employee Engagement ◽  
Service Sector ◽  
Employee Performance ◽  
Positive Influence ◽  
North India ◽  
Leader Member Exchange ◽  
Role Performance ◽  
High Involvement ◽  
Content Type ◽  
Member Exchange

Purpose This paper aims to examine the role of employee engagement (EE) as a mediator in the relationship of extra-role performance (ERP) with leader member exchange (LMX), high-involvement human resource practices (HI HRPs) and employee resilience (ER) in the emerging service sector organizations in India. Design/methodology/approach Data have been gathered from 328 employees from executive and non-executive grades from metro rail organizations of North India through structured questionnaire. Before analysis, missing data and outliers were examined. Structure equation modelling (SEM) and confirmatory factor analysis have been performed to analyse the hypothesized model. Findings Findings reveal that all the constructs taken in the study – LMX, HI HRP and ER – had a positive influence on employees’ ERP through EE. Research limitations/implications This study is helpful in providing better understanding of the predictors of EE and the way it affects employees’ ERP for researches that are aiming to conduct related research studies in an Indian context. To achieve higher employee performance, organizations need to identify factors or drivers that potentially increase the EE levels, thereby, increasing the employees’ performance. This will also help HR practitioners in shaping and formulating effective organizational policies and practices. Originality/value This study has considered the emerging service sector organizations in India that have not been endeavoured before as earlier studies concentrated more on Western countries. The result of the study is congruent with that of the previous studies by establishing a positive relationship between EE and employees’ ERP and also concludes that LMX, HI HRP and ER have positive influence on EE.

Impact of perceived organizational support, psychological empowerment and leader member exchange on commitment and its subsequent impact on service quality

2016 ◽  
Vol 65 (1) ◽  
pp. 58-79 ◽  
Author(s):  
Deepakshi Jaiswal ◽  
Rajib Lochan Dhar
Keyword(s):  
Service Quality ◽  
Organizational Behavior ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Psychological Empowerment ◽  
Cumulative Effect ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

Purpose – The purpose of this paper is to examine the influence of perceived organizational support (POS), psychological empowerment (PE) and leader member exchange (LMX) as antecedents on the commitment level of employees working in the hotel industry and their subsequent impact on service quality (SQ). Design/methodology/approach – Data were collected from 436 employees and 1,320 customers from 34 hotels with the help of a structured self-administered questionnaire. The analysis of data were done by applying a confirmatory factor analysis along with a structural equation model. Findings – The findings of the study indicate that organizational commitment acts as a full mediator between: POS and SQ; and leader-member exchange and SQ. On the other hand, it acts a partial mediator between PE and SQ. Originality/value – This study contributes to organizational behavior and services marketing literature. It examines the relationship between antecedents (LMX, PE and POS) and outcome (SQ) so as to observe the cumulative effect of antecedents on outcome through an integrated model. The study suggests the managerial as well as theoretical implications on the basis of the findings.

Leader–member exchange, employee turnover intention and presenteeism: the mediating role of perceived organizational support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ing-Chung Huang ◽  
Pey-Lan Du ◽  
Li-Fan Wu ◽  
Jennet Achyldurdyyeva ◽  
Li-Chang Wu ◽  
...  
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
High Tech ◽  
Leader Member Exchange ◽  
Content Type ◽  
Mediating Role ◽  
Member Exchange ◽  
Organization Support

PurposeThe purpose of this paper is to report the findings of a study that examines the influence of leader–member exchange (LMX) on employees' turnover intention and presenteeism with the mediating role of perceived organizational support in the context of the semiconductor industry.Design/methodology/approachAn empirical study based on a sample of 124 department managers and 241 team members in five high-tech companies in Taiwan. Structural equation modelling analysis was used for hypothesis testing.FindingsThe results reveal that perceived organization support significantly relates to employees' turnover intention and mediates the relationship between LMX and turnover intention. Additionally, employees' presenteeism is influenced by perceived LMX.Practical implicationsThe results of the study are of high importance for high-tech companies, which continuously strive for innovation efficiency and sustainability. Managers and practitioners could benefit from better understanding regarding the importance of perceived organization support and LMX in affecting employee behaviours and company performance.Originality/valueThe present study finds a significant positive relationship between LMX and presenteeism, which is contrary to the previous research.

Moderating effect of perceived organizational support on the relationship between leader–member exchange and expatriate voice in multinational banks

2019 ◽  
Vol 41 (5) ◽  
pp. 898-913
Author(s):  
Peter Jih-Hsin Sher ◽  
Wen-Long Zhuang ◽  
Ming-Chieh Wang ◽  
Chun-Jung Peng ◽  
Chun-Han Lee
Keyword(s):  
Host Country ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Home Country ◽  
The Philippines ◽  
Moderating Effect ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of home and host country leader–member exchange (LMX) on expatriate voice and determine whether perceived organizational support (POS) moderates the relationship between home or host country LMX and expatriate voice. Design/methodology/approach This study surveyed 300 expatriates (expatriation of at least six months) working for Taiwanese banks. The participants had expatriated to Cambodia, Indonesia, Japan, Malaysia, Myanmar, the Philippines, Singapore, the USA and Vietnam. Convenience sampling was adopted. Findings Based on an analysis of 132 expatriates working for Taiwanese banks, home and host country LMX were positively related to expatriate voice. Moreover, host country LMX accounted for more variance in expatriate voice than home country LMX did. Financial POS moderated the relationship between home country LMX and expatriate voice. Career POS and adjustment POS moderated the relationships between home and host country LMX and expatriate voice. Originality/value In the field of expatriate management, whether expatriate voice is influenced by home and host country LMX requires further exploration. To the best of the authors’ knowledge, this is the first study to examine the effects of home and host country LMX on expatriate voice in host countries, as well as the moderating effect of POS on the aforementioned relationships.

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

Great minds think alike: does leader-follower similarity in construal level of the work enhance leader-member exchange quality?

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sevgi Emirza ◽  
Alev Katrinli
Keyword(s):  
Mental Representation ◽  
Current Knowledge ◽  
Interpersonal Relationship ◽  
Survey Study ◽  
Construal Level ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange

PurposeThe purpose of this study is to investigate whether leader-follower similarity in construal level of the work, which indicates the degree of abstraction applied to mental representation of the work, influences the quality of interpersonal relationship at work.Design/methodology/approachFirst, an interview study was conducted to adapt the work-based construal-level (WBCL) scale. Then, a survey study was conducted for hypothesis testing. Data collected from 245 matched supervisor-subordinate dyads were analyzed using multi-level modeling.FindingsResults revealed that dyadic similarity in work-domain construal level is positively related to leader-member exchange (LMX) quality. As a leader and a follower become similar to each other in terms of mental representation (i.e. construal level) of work, they experience higher relationship quality.Originality/valueThis study enhances the current knowledge of the role of cognition and cognitive similarity in leadership processes.

scholarly journals The influences of transformational leadership on employee employability

2019 ◽  
Vol 41 (1) ◽  
pp. 101-118 ◽  
Author(s):  
Xie Yizhong ◽  
Yevhen Baranchenko ◽  
Zhibin Lin ◽  
Chi Keung Lau ◽  
Jie Ma
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Organizational Support ◽  
Job Characteristics ◽  
Content Type ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Line Manager ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of job characteristics and social exchange in transformational leadership (TFL) and employability relationship. Design/methodology/approach The sample is composed of 760 participants employed in Yangtze Delta and Pearl River Delta in China. The participants have worked under their line manager for more than one year. In order to better prevent data from possible common method bias, two waves of surveys (in 2014) on a stratified sample, included a mix of industries, such as construction, manufacturing, finance, insurance and communications, were used to investigate the proposed relationship between TFL, job characteristics, social exchange and employability. Findings The research has empirically tested the relationship between TFL and employability. While previous research has analyzed the relationship between them, the authors have enriched existing literature by exploring the mediating factors and illustrating the importance of indirect effects. Besides the direct effect, the results of this study showed that TFL could also improve employees’ employability through job demands, skill discretion, decision authority, perceived organizational support and team–member exchange, but not leader–member exchange. Originality/value The study opens up a debate around the employability of employees as it stands apart from the performance measurement. The authors believe that this new mediating model can provide an insight into complex mechanisms of employability enhancement from the perspective of leader development.

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