scholarly journals The Work Stress of Millennial Employees Reviewed from the Viewpoint of Organizational Climate with Team-Member Exchange as a Moderator [Stres Kerja Karyawan Milenial Ditinjau dari Iklim Organisasi dengan Team-Member Exchange sebagai Moderator]

2021 ◽  
Vol 36 (2) ◽  
pp. 156-183
Author(s):  
Muhammad Farie Ath Thaariq ◽  
Indrayanti Indrayanti
Keyword(s):  
Organizational Climate ◽  
Work Stress ◽  
Team Member ◽  
Survey Method ◽  
Time Range ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

This study aims to define the role of organizational climate on work stress of millennial employees and the moderating effect of team-member exchange in the relationship between organizational climate and work stress of millennial employees. Participants are employees born in the time range of 1980 to 2000 and have worked for at least six months. This study utilized survey method with the instruments Stress Diagnostic Survey, Organization Climate Questionnaire, and Team-Member Exchange (TME) instrument which is a fusion of Team-Member Exchange Contributions and Team-Member Exchange Receipts. The data were analyzed with simple linear regression and moderation analysis utilizing the PROCESS module by Hayes. The results of this study indicate that organizational climate contributed negatively on the work stress of millennial employees. The higher the score for organizational climate, the lower the score for work stress on millennial employees. Team-member exchange cannot moderate the relationship between organizational climate and work stress of millennial employees. High quality of team-member exchange cannot strengthen the relationship between organizational climate and work stress of millennial employees. Penelitian ini bertujuan untuk mengetahui peran iklim organisasi terhadap stres kerja karyawan milenial dan efek moderator dari team-member exchange terhadap hubungan antara iklim organisasi dan stres kerja pada karyawan milenial. Partisipan adalah karyawan milenial dengan rentang tahun kelahiran 1980 hingga 2000 dan sudah bekerja minimal selama enam bulan. Penelitian ini menggunakan metode survei dengan instrumen Stress Diagnostic Survey, Organizational Climate Questionnaire, dan instrumen Team-Member Exchange (TME) yang merupakan gabungan dari Team-Member Exchange Contributions dan Team-Member Exchange Receipts. Analisis data menggunakan uji regresi linear sederhana dan uji moderasi dengan modul PROCESS dari Hayes. Hasil penelitian ini menunjukkan bahwa iklim organisasi berkontribusi negatif terhadap stres kerja karyawan mileneal. Semakin tinggi skor iklim organisasi, maka semakin rendah skor stres kerja karyawan milenial. Team-member exchange tidak dapat memoderasi hubungan antara iklim organisasi dan stres kerja karyawan milenial. Kualitas team-member exchange yang tinggi tidak dapat memperkuat hubungan iklim organisasi dengan stres kerja karyawan milenial.

The Effect of Person-Team Conscientiousness Fit on Knowledge Sharing: The Moderating Role of Internal Team Environment

2021 ◽  
pp. 105960112098566
Author(s):  
Guozhen Zhao ◽  
Holly H. Chiu ◽  
Hao Jiao ◽  
Meng Yu Cheng ◽  
Ying Chen
Keyword(s):  
Knowledge Sharing ◽  
Team Member ◽  
Polynomial Regression ◽  
Team Environment ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Team Personality ◽  
The Relationship ◽  
Moderating Role

Drawing on studies of person-team fit and theory of team-member exchange, we examined the effect of fit versus misfit between a team member’s conscientiousness and his/her team’s composition of conscientiousness on the member’s knowledge sharing. We hypothesized that person-team conscientiousness fit would lead to more knowledge sharing because a member who fits his/her team with respect to conscientiousness tends to have similar achievement striving with the team and low exchange cost. Using the method of polynomial regression in two studies in different regions and research settings, we obtained consistent results that person-team conscientiousness fit is positively associated with a team member’s knowledge sharing. We further found that internal team environment moderates the relationship between person-team conscientiousness fit and knowledge sharing such that it makes the relationship weaker. Our study demonstrated that to better understand the effect of personality on knowledge sharing in teams, it is beneficial to simultaneously consider the interplay among member personality, team personality, and team contexts.

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

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.

The impact of followers’ conflict behaviors on teams’ transformational leadership, team member exchange and engagement

2017 ◽  
Vol 28 (4) ◽  
pp. 509-532 ◽  
Author(s):  
Vincent Kai Jie Aw ◽  
Oluremi Bolanle Ayoko
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Team Work ◽  
Team Leaders ◽  
Content Type ◽  
Conflict Behaviors ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

Purpose Although how leaders shape their followers’ behaviors and outcomes is core to the leadership literature, empirical research exploring how followers might impact their leaders’ behaviors is just emerging. Using a follower-centric approach, this study aims to examine the link between followers’ conflict behaviors, transformational leadership (TL) and the quality of team member exchange (TMX). Additionally, the authors hypothesized and tested the moderating role of TMX quality in the relationship between TL and teams’ work engagement. Design/methodology/approach Quantitative data were collected randomly from 261 employees in 41 teams to examine the connection between followers’ conflict behaviors, TL and TMX and team engagement. Findings Using bottom-up/bootstrapping approach, results showed followers’ problem-solving conflict behaviors were positively linked with team leaders’ TL behaviors while improving TMX quality. Additionally, TL was connected with high levels of team work engagement and this connection was enhanced by TMX quality. Implications of the results are discussed. Research limitations/implications Although this conceptual model revealed followers as impacting TL and TMX, there is also a possibility that TL and TMX quality may be able to impact employees’ conflict behaviors. Additionally, the current study adopted a cross-sectional research design which does not allow for an assessment of cause and effect. Therefore, caution should be taken in interpreting the results. Finally, the authors studied employees from a single national culture. Yet, they know that national culture may influence the relationship between TL and conflict at the individual and team levels. Overall, the present research showed that individual followers’ conflict behaviors were associated with TL behaviors and TMX quality. Practical implications On a practical note, managers would be more successful in managing conflict in teams if they would observe their followers’ conflict behaviors and act as role models in displaying problem solving conflict behaviors – an approach that has been identified in this study to assist in eliciting transformational behaviors from the leader. Furthermore, training is indicated. Organizations should consider training leaders in TL given that our result shows that TL has a direct positive connection with employee’s work engagement. Specifically, the followers’ conflict behaviors should now be incorporated into the leadership (e.g. transformational) training programs. Finally, managers who need to boost team work engagement should consider increasing the quality of the TMX in the team. Social implications The leaders behavioral style may partly be dependent on the followers’ conflict management behaviors. Originality/value Thus far, research on leadership have been leader-centric, and while the authors are aware that followers have an important role in shaping the leaders’ behaviors, research in this area has until recently ignored how followers might impact their leaders’ style, processes and the quality of employee interactions, especially at the team level. The authors found for the first time that problem-solving conflict behaviors were connected with team leaders’ TL style and TMX quality.

Team-member exchange, voice behavior, and creative work involvement

2017 ◽  
Vol 38 (3) ◽  
pp. 417-431 ◽  
Author(s):  
Hsi-An Shih ◽  
Nikodemus Hans Setiadi Wijaya
Keyword(s):  
Team Member ◽  
Reciprocal Relationship ◽  
Mediating Effect ◽  
Creative Work ◽  
Voice Behavior ◽  
Content Type ◽  
Work Involvement ◽  
Team Member Exchange ◽  
Member Exchange

Purpose The purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement. Design/methodology/approach A total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement. Findings Results from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement. Practical implications The findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees. Originality/value This paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

Effects of Social Exchange and Trust on Knowledge Sharing and Service Innovation

2012 ◽  
Vol 40 (5) ◽  
pp. 783-800 ◽  
Author(s):  
Meng-Lei Monica Hu ◽  
Tsung-Lin Ou ◽  
Haw-Jeng Chiou ◽  
Lee-Cheng Lin
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Team Member ◽  
Service Innovation ◽  
Leader Member Exchange ◽  
Empirical Results ◽  
International Tourist ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

Using a real case with 466 employees, we investigated the relationships among knowledge sharing (KS), service innovation, leader-member exchange (LMX) quality, team-member exchange (TMX) quality, and trust in Taiwan's international tourist hotels. The empirical results demonstrated that LMX quality and TMX quality mediated the relationship between KS and service innovation, and that trust moderated the relationship between KS and both LMX quality and TMX quality. These findings can be applied to improve communication among employees, enhance knowledge sharing, and promote service innovation.

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