scholarly journals Kepemimpinan Transformasional, Relationship quality, dan employee performanced alam ContinuousI ncremental Organizational Change : Tinjauan Kritis

2018 ◽  
Vol 1 (1) ◽  
Author(s):  
Noni Setyorini
Keyword(s):  
Organizational Change ◽  
Relationship Quality ◽  
Hierarchical Linear Modeling ◽  
Employee Performance ◽  
Linear Modeling

Artikel ini bertujuan untuk melakukan tinjauan kritis pada artikel yang berjudul “Kepemimpinan Transformasional, Relationship quality, dan employee performance dalam Continuous Incremental Organizational Change”. Metode yang digunakan dalam penelitian ini adalah HLM (hierarchical linear modeling), sedangkan sampel diambil dari dua perusahaan yang bergerak dibidang jasa di China. Setelah dilakukan sebagian besar hipotesis dinyatakan didukung. Artikel ini dipandang memiliki kelengkapan komponen artikel yang baik, namun setelah ditinjau lebih dalam terdapat beberapa hal yang perlu diperbaiki. 

scholarly journals Coping with Supervisor Sanctions During Organizational Change: Core Members’ Active Change Behavior and Followers’ Middle Way Thinking

2020 ◽  
Vol 12 (15) ◽  
pp. 6277
Author(s):  
Yuan Jing Luo ◽  
Yan Ping Li ◽  
Jing Du
Keyword(s):  
Organizational Change ◽  
Hierarchical Linear Modeling ◽  
Role Model ◽  
Individual Characteristics ◽  
Situational Factors ◽  
Successful Implementation ◽  
Linear Modeling ◽  
Middle Way ◽  
Change Behavior ◽  
Active Change

Recent research has shown that an organizational change implementation tactic is vital for influencing employee reactions to change. Hard tactics, such as supervisor sanction, are generally verified as obstructive to employees’ positive change behavior. The aim of this study is to identify the contingency circumstances under which sanction would be less harmful or even effective to change. By identifying the organizational situational influence of core members’ active change behavior and followers’ individual differences of middle way thinking, this study constructed a model that offers insight into the effectiveness of supervisor sanctions during change. Data from 250 employees in China were gathered by questionnaires. Results from hierarchical linear modeling (HLM) revealed that core members’ behavior neutralized the negative effect of supervisor sanctions on followers’ active change behavior. Moreover, this moderating effect was further magnified by followers’ personal middle way thinking value. The conclusions emphasized the roles of core members’ supportive behavior to change, which acts as role model, and of the individual middle way thinking values that have sustained Eastern Asia for thousands of years in successfully implementing change. The findings provide insights for the successful implementation tactics in organization change and enrich the understanding of the organizational change process. Research should continue to treat followers’ change reactions as a synergy output of situational factors and individual characteristics and examine the variables of these dimensions in the work environment.

When is a Good Citizen Valued More? Organizational Citizenship Behavior and Performance Evaluation

2015 ◽  
Vol 43 (6) ◽  
pp. 1009-1020 ◽  
Author(s):  
Se Hyung (David) Oh ◽  
Ying Chen ◽  
Fubin Sun
Keyword(s):  
Performance Evaluation ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Linear Modeling ◽  
Good Citizen ◽  
Group Context ◽  
And Performance

Organizational citizenship behaviors (OCB) have been found to affect supervisors' ratings of employee performance partially because these behaviors are distinct and, thus, capture the rater's attention. In this study, we have expanded the existing literature by recognizing the rater's readiness to detect employee OCB. Specifically, we applied the concept of bottom-up and top-down attentional capture to test our prediction that the influence of OCB on employee performance evaluation would be dependent upon the rater's motivation to detect behaviors that potentially increase group effectiveness. Results of hierarchical linear modeling analysis of data collected from 33 work groups at 5 state-owned manufacturing factories in China supported our hypotheses. Our findings suggest that the relationship between OCB and performance ratings is more complex than originally thought and that both rater's cognition and group context should be taken into consideration when investigating this relationship.

Divorced Young Adult Mothers’ Experiences of Breakup

2017 ◽  
Vol 5 (4) ◽  
pp. 280-292 ◽  
Author(s):  
Michael R. Langlais ◽  
Edward R. Anderson ◽  
Shannon M. Greene
Keyword(s):  
Depressive Symptoms ◽  
Young Adult ◽  
Romantic Relationships ◽  
Relationship Quality ◽  
Hierarchical Linear Modeling ◽  
Well Being ◽  
Linear Modeling ◽  
Negatively Associated ◽  
Maternal Adjustment ◽  
Modeling Techniques

The goal of the current study is to examine the consequences of postdivorce dating breakup for young adult divorced mothers, ages 21–29. First, we hypothesized that breakup would be negatively related to maternal well-being. Second, we predicted that relationship quality would moderate this relationship. Third, we hypothesized that forming and maintaining new subsequent relationships after breakup would promote maternal well-being. Using monthly surveys completed by young adult divorced mothers over a 2-year period after divorce ( N = 51), we used hierarchical linear modeling techniques to test the changes in intercept and slope of breakup for maternal well-being. The event of breakup did not predict the changes in maternal well-being, whereas remaining single after breakup was negatively associated with depressive symptoms. Relationship quality and forming subsequent romantic relationships after breakup did not predict the changes in maternal well-being. Implications for maternal adjustment are discussed.

scholarly journals We are Happy Here and We Will Stay, What about You? The Cross-Level Impact of Employee Loyalty and Performance on Student Loyalty

2018 ◽  
Vol 13 (2) ◽  
pp. 7-18
Author(s):  
Emir Ganic ◽  
Vesna Babic-Hodovic ◽  
Maja Arslanagic-Kalajdzic
Keyword(s):  
Hierarchical Linear Modeling ◽  
Employee Satisfaction ◽  
Employee Performance ◽  
Employee Loyalty ◽  
Linear Modeling ◽  
Student Loyalty ◽  
The Cross ◽  
And Performance ◽  
The Impact ◽  
Students Satisfaction

Abstract The purpose of this study is to examine links between, on the one hand, employee satisfaction, loyalty and performance, and on the other, the relationship between customer satisfaction and loyalty, as well as their inter-relationship. We conducted a study with employees (53 employees) and students (262 students) across seven departments of a private university in a developing European country. In order to test the cross-level effects of employee-level constructs on student-level constructs, a multilevel analysis was conducted using hierarchical linear modeling. The results confirmed the positive effect of employee satisfaction on employee loyalty and employee performance, but not the impact of the employees’ loyalty on their performances. At the same time, the results showed that students’ satisfaction was positively related to loyalty. Finally, the results showed that, unlike employee performance, employee loyalty at the level of the department had a positive and significant impact on the students’ loyalty and also enhanced the effect of students’ satisfaction on student loyalty.

Customer orientation or employee orientation: which matters more? The moderating role of firm size

2018 ◽  
Vol 33 (7) ◽  
pp. 1001-1011 ◽  
Author(s):  
Cheol Park ◽  
Jongkun Jun ◽  
Thaemin Lee ◽  
Heejung Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Firm Size ◽  
Turnover Intention ◽  
Mixed Model ◽  
Customer Orientation ◽  
Employee Performance ◽  
Moderating Effect ◽  
Linear Modeling ◽  
Content Type ◽  
Employee Orientation

Purpose This study aims to examine several antecedents of employee satisfaction (ES) and turnover intention (TI), including customer orientation (CO) and employee orientation (EO). The purposes are to investigate the effect of EO and CO and their interaction on employee performance, and to verify the moderating effect of firm size. Design/methodology/approach A mixed model with firm size as a potential moderator was constructed through a hierarchical linear modeling approach with data collected from 1,006 employees at 127 firms. Findings The results indicate that customer and EO and their interaction affected ES, CO and its interaction with EO significantly affected TI and the effects differed according to firm size. These results suggest that the influence of customer and EO depends on firm size. Originality/value This study contributes to verifying the effect of EO and CO and the interaction effects on employee performance, an area that has remained unexamined in the literature. It also investigates the moderating effect of firm size on EO and CO, which affects employee performance. It is suggested that companies determine whether EO or CO matters more according to the size of company.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

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