scholarly journals The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

2020 ◽  
Vol 12 ◽  
pp. 184797902094723
Author(s):  
Ahmad Adnan Al-Tit

The aim of this study is to examine the impact of AMO-HR Systems (i.e., ability-enhancing HR practices, motivation-enhancing HR practices and opportunity-enhancing HR practices) on proactive employee behavior through the effect of leader-member and team-member exchange. A questionnaire was developed based on prior related works to collect the required data from a sample of 230 employees from 13 small companies in the service industry in the Jordanian capital, Amman. The results showed that nine HR practices are significant predictors of employee proactivity behavior. The impact was significantly mediated by leader-member and team-member exchange. On the ground of the results, the study concluded that proactivity is a function of three categories of HR practices. First, an employee should be supported to enhance his or her ability. Second, an employee should be motivated and granted the opportunity to share knowledge. Third, employees should be encouraged to participate in problem solving, in the presence of leader-member coordination, to improve relationship quality and team-member recognition, support, and effective communications. Accordingly, recommendations, social and managerial implications were reported.

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.


2021 ◽  
Vol 134 ◽  
pp. 661-674
Author(s):  
Kyoung Yong Kim ◽  
Leanne Atwater ◽  
Phillip Jolly ◽  
Ijeoma Ugwuanyi ◽  
Kibok Baik ◽  
...  

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