scholarly journals Leader-Member Quality Relationship, Perceived Organizational Support and Employee Voice Behavior: Moderating Role of Core Self-Evaluation

2017 ◽  
Vol 3 (2) ◽  
pp. 16
Author(s):  
Qura-Tul-Aain Khair
Keyword(s):  
Social Exchange ◽  
Personality Trait ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Exchange Theory ◽  
Employee Voice ◽  
Self Evaluation ◽  
Core Self ◽  
Quality Relationships

Abstract— The purpose of this research is to investigate the impact of relational exchange and individual differences on the employee voice. In the light of social exchange theory, the present study proposed the relationship between Leader-member quality relationships and employee voice. This study explains ‘how’ this relationship establishes and ‘why’ this relationship keeps carrying on. It has been proposed that perception of organizational support mediates the association between leader-member quality relationships and employees’ promotive and prohibitive voice behaviors. Moreover, personality trait is another important factor which is inseparable from developing perceptions and behaviors. The perceptions about organizational support and the strength of raising voice can be highly predictable by individual’s personality traits. So, this study has undertaken core self-evaluation as personality trait and explores people having different core self-evaluation (CSE) shows different strengths for promotive and prohibitive voicing based on leader-member quality relationships (LMQR) and perceived organizational support (POS).    Index Terms-- Leader-member relationship, perceived organizational support, employee voice, core self-evaluation and social exchange theory

scholarly journals Influence of Social Exchange Relationships on Affective Commitment and Innovative Behavior: Role of Perceived Organizational Support

2018 ◽  
Vol 10 (12) ◽  
pp. 4418 ◽  
Author(s):  
Sajjad Nazir ◽  
Wang Qun ◽  
Li Hui ◽  
Amina Shafi
Keyword(s):  
Organizational Culture ◽  
Social Exchange ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Exchange Theory ◽  
Equation Modeling ◽  
Tie Strength

The current study objective is to investigate how and when leader member exchange (LMX), tie strength, and innovative organizational culture influences employee innovative behavior. In particular, this study uses the social exchange theory to analyze that nurses who demonstrate high affective commitment exhibit a higher level of creativity in the workplace. Based on social exchange theory and perceived organizational support (POS) literature, the current study aims to reveal how perceived organizational support (POS) serves as an imperative mediating process between LMX, tie strength, innovative organizational culture, and employee IB. A questionnaire survey was utilized to collect the data from nurses working in public sector hospitals in Jiangsu province China. A total sample size consists of 325 nurses. Structural equation modeling through AMOS 20 was utilized to analyze the survey data. Results from the structural equation modeling (SEM) analysis indicated that LMX, tie strength, and POS are significantly related to affective commitment and employees’ IB. However, innovative organizational culture has a significant influence on POS and IB, but has no impact on affective commitment. This study covers only public sector hospitals and is limited to Jiangsu province, China. The research could be reproduced in other designated areas in different organizational setups with a bigger sample size to further enhance the understanding of the topic. The key understanding of social exchange theory (SET) is that social relationships can be used appropriately to foster an employee’s IB. It also expands research in the area of LMX, tie strength, innovative organizational culture, and POS as antecedents of affective commitment and IB. This study is a remarkable analysis of LMX, POS, organization culture, commitment, and IB in the Chinese organizational context.

Effect of leaders’ implicit followership theory on subordinates’ career success

2019 ◽  
Vol 47 (5) ◽  
pp. 1-14 ◽  
Author(s):  
Peng Gao ◽  
Weiku Wu
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Career Success ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Cognitive Theory ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Relationship

We explored the relationship between positive leaders’ implicit followership theory (LIFT) and employees’ career success using cognitive information processing theory and social exchange theory. Data were obtained from 296 employees and their immediate superiors at 12 large Chinese enterprises. Results showed that positive LIFT had a significantly positive effect on employees’ career success, that this positive relationship was partially mediated by leader–member exchange and perceived organizational support, and that leaders’ liking for their followers moderated the relationship between positive LIFT and leader–member exchange/perceived organizational support. We have not only extended the application of cognitive theory in leadership research, but also enriched the content of social exchange theory.

Fostering Creativity and Work Engagement Through Perceived Organizational Support: The Interactive Role of Stressors

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110469
Author(s):  
Aneeq Inam ◽  
Jo Ann Ho ◽  
Hina Zafar ◽  
Unaiza Khan ◽  
Adnan Ahmed Sheikh ◽  
...  
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Fostering Creativity ◽  
The Relationship

The increasing interest of organizations in innovating and surviving during stressful work environments has led scholars to ponder ways to increase employee’s creativity. The study aims to empirically examine the relationship between perceived organizational support (POS) and employee creativity through work engagement and the moderating effect of challenge and hindrance stressors. The theoretical lens of social exchange theory was used to explain the study framework. Data was collected from 324 marketing personnel of the beverage and telecom sector in Pakistan and analyzed using structural equation modeling (SEM) with AMOS. The findings revealed that the direct relationship between POS with work engagement and employee creativity and work engagement with employee creativity was significant. Interestingly, the moderator has shown a prominent effect, which illustrated that low hindrance stressors strengthened the relationship between POS and work engagement. The study contributes by enhancing the employee’s creativity by reducing stressful working environments in many ways.

Give and Take: Needed Updates to Social Exchange Theory

2018 ◽  
Vol 11 (3) ◽  
pp. 493-498 ◽  
Author(s):  
Helena D. Cooper-Thomas ◽  
Rachel L. Morrison
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Workplace Relationships ◽  
Citizenship Behaviors ◽  
Member Exchange

In their focal article, Chernyak-Hai and Rabenu (2018) argue that social exchange theory (SET) needs an update, and in this they are aligned with Cropanzano, Anthony, Daniels, and Hall's (2017) recent critical review of SET. Drawing on Chernyak-Hai and Rabenu's research, we explore two issues in more depth: first, that work relationships are becoming more complex than can be represented by simple dyadic reciprocity; and second, that the context of work is changing rapidly, with implications for workplace relationships. In exploring the ideas put forward by Chernyak-Hai and Rabenu, we draw on Cropanzano et al.’s two-dimensional model of social exchange, with the first dimension being desirable (positive) resources contrasted with undesirable (negative) ones, and the additional dimension being active (exhibit) behavior versus passive (withdraw) behavior. The first valence-oriented dimension fits clearly with the four foci of Chernyak-Hai and Rabenu's research, which cover both positive constructs, namely leader–member exchange (LMX), perceived organizational support and loyalty, and organizational citizenship behaviors (OCB), as well as negative constructs of perceived organizational politics and counterproductive work behaviors (CWB). The second, behavioral dimension proposed by Cropanzano et al. adds useful theoretical specificity that may address Chernyak-Hai and Rabenu's contention that SET needs updating to account for changes in how employees work and how organizations function.

Applying Social Exchange Theory to Police Deviance: Exploring Self-Protective Behaviors Among Police Officers

2018 ◽  
Vol 44 (2) ◽  
pp. 183-203
Author(s):  
Richard C. Helfers ◽  
Paul D. Reynolds ◽  
Jon Maskály
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Police Officers ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Policy Implications ◽  
Protective Behaviors ◽  
Process Data ◽  
The Social ◽  
Police Deviance

Social exchange theory is one of the prominent paradigms used to explain the processes linking organizational treatment of employees to their job performance. However, the theoretical link between perceived organizational treatment and police deviance has not been fully explored. This research addresses this gap by analyzing the relationship between perceptions of organizational justice and the use of police self-protective behaviors (SPBs) using organizational support and organizational indifference as ad hoc indicators of the social exchange process. Data were collected using an online self-report survey distributed to police officers in a southern state who are members of a police officer association ( n = 1,861). Consistent with previous social exchange research, the findings generally support the idea that fairness is related to SPBs, but largely to the extent that it enhances the social exchange in terms of increasing perceptions of organizational support and reducing perceptions of organizational indifference, which both directly affect an officer’s use of SPBs, and are a type of police deviance. Specific findings, relevant policy implications, and directions for future research are discussed.

scholarly journals GROUP ENGAGEMENT BASED ON SOCIAL EXCHANGE THEORY: ANTECEDENTS AND CONSEQUENCES

2021 ◽  
Vol 3 (1) ◽  
Author(s):  
Danang Sunyoto ◽  
Heru Kurnianto Tjahjono ◽  
Zaenal Mustafa El Qodric ◽  
Wisnu Prajogo ◽  
Syamsul Hadi
Keyword(s):  
Distributive Justice ◽  
Social Exchange ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Group Performance ◽  
Exchange Theory ◽  
Group Data ◽  
Study Programs ◽  
Group Attachment ◽  
Group Engagement

Objectives - In recent years studies on organizational engagement have increasingly been carried out to find out further, and more broadly, both antecedent variables and consequent variables, specifically involving individuals as research objects, and there are only a few studies involving groups as research objects. Therefore, this study aims to examine the antecedent model and the consequences of group attachment based on Social Exchange Theory. Design/Methodology/Approach - The population of this research is 113 social sciences study programs in private universities and college, and there are 105 study programs qualify as data. While the object of group research consists of heads and secretaries of the department. The research model uses a census model. Antecedents include perceptions of organizational support, distributive justice, and the consequences of group engagement, namely group performance. Findings - The results show that the perception of organizational support directly predicted group engagement and group performance, the distributive justice predicted group engagement but not group performance, and the group engagement predicted group performance. Indirectly, it was found that group attachment was significant as a mediator of the effect of perceived organizational support on group performance, and the effect of distributive justice on group performance. Originality - There are still a few studies on group engagement as a mediator and predictor of antecedents and their consequences using group data objects. Therefore, this study offers not only using group data but also providing a wider range of antecedent variables and their consequences based on social exchange theory.

The Effects of Perceived Organizational Support and Leader-Member Exchange on Contextual Performance

2019 ◽  
pp. 18-35
Author(s):  
Çağlar Doğru
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Contextual Performance ◽  
Leader Member Exchange ◽  
Bank Branches ◽  
Positive Effects ◽  
Member Exchange ◽  
Positive Effect

In this research, the relationship between perceived organizational support (POS) and leader- member exchange (LMX) with contextual performance is analyzed on the basis of social exchange theory and the norm of reciprocity. To achieve this, data was collected from 314 employees working in twenty-five bank branches in Ankara, Turkey. According to the correlation analysis, it has been found statistically significant that POS and LMX have positive relationships with contextual performance. Besides, affect, loyalty, contribution and professional respect dimensions of LMX have positive and significant relationships in terms of statistics with contextual performance. According to multiple regression analysis, the positive effect of POS on contextual performance has been found statistically significant. Similarly, the positive effect of LMX on contextual performance has been found statistically significant, too. Again, it has been identified that the positive effects of affect, loyalty, contribution and professional respect dimensions of LMX on contextual performance are statistically significant.

Perceived Organizational Support and Intention to Stay: The Mediating Effect of Employee Engagement

2021 ◽  
pp. 231971452110425
Author(s):  
Meenakshi Nargotra ◽  
Rajani Kumari Sarangal
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Organizational Support ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Positive Influence ◽  
Mediating Effect ◽  
Intention To Stay ◽  
The Relationship

The present study intends to investigate the influence of perceived organizational support (POS) on employee intention to stay (ITS) in an organization. Further, study examines the mediating role of employee engagement (EE) on the relationship between perceived organizational support (POS) and employee intention to stay (ITS). Data has been collected from 323 employees working in three major private telecom companies, namely, Airtel Limited, Vodafone–Idea Limited and Reliance Jio Infocomm Limited operating in J&K (UT). Data has been scrutinized using structural equation modelling (SEM). Findings of the study indicates that POS has a significant positive influence on ITS and EE, partially mediates the relationship between POS and ITS. The study has significant implications for managers as well as practitioners. First, it contributes to social exchange theory by understanding employees’ perception about organizational support on their intention to stay via engagement. Second, it encourages managers to cultivate an environment of support in order to engage the employees because only the engaged employees show intense desire to stay with their organization. It is the first study that examines the indirect impact of POS on ITS via EE.

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