scholarly journals The Effect of Career Development and Leader-Member Exchange (LMX) on Employee Performance of Padang City PDAM with Motivation as Intervening Variables

2019 ◽  
Author(s):  
Redy Fikarlo ◽  
Erni Masdupi ◽  
Syahrizal Syahrizal
Keyword(s):  
Career Development ◽  
Employee Performance ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Intervening Variables

scholarly journals The Influence of Organizational Support, Leader Member Exchange, And Work Stress on Employee Performance With Employee Engagement as Intervening Variables 

Academia Open ◽  
2021 ◽  
Vol 3 ◽  
Author(s):  
Rudy Kurniawan ◽  
Rifdah Abadiyah
Keyword(s):  
Employee Engagement ◽  
Work Stress ◽  
Organizational Support ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Leader Member Exchange ◽  
Validity And Reliability ◽  
Member Exchange ◽  
Stress Influences ◽  
Intervening Variables

This study aims to determine The Influence of Organizational Support, Leader Member Exchange, And Work Stress on Employee Performance With Employee Engagement as Intervening Variables in PT.XYZ. The population used is production employees of PT.XYZ, amounting to 187 people, and in this study as many as 128 people were sampled. The sampling technique used in this study is simple random sampling. Data collection is carried out through questionnaires. To test the hypothesis used multiple linear regression analysis tools, multiple correlation coefficients (R), coefficient of multiple determination (R2), classic assumption test, F test and t test with the help of SPSS statistical 18.0, as well as validity and reliability tests. The results of this study prove that intrinsic organizational support, leader member exchange, and work stress, influences employee performance. organizational support, leader member exchange, and work stress influences employee engagement, besides that intrinsic organizational support, leader member exchange, and work stress, and employee engagement  have a direct and indirect influence on employee performance.

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.

The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance

2019 ◽  
Vol 73 (8) ◽  
pp. 1157-1181 ◽  
Author(s):  
Matthew J Quade ◽  
Benjamin D McLarty ◽  
Julena M Bonner
Keyword(s):  
Social Exchange ◽  
Employee Performance ◽  
Well Being ◽  
Field Studies ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Bottom Line ◽  
Ethical Practices ◽  
Member Exchange ◽  
Negative Effect

Are supervisors who care more about profits than employee well-being seen by employees as being good exchange partners? How do employees perceive and respond to supervisors who treat the bottom line as more important than anything else? Supervisors who hold a bottom-line mentality (BLM) neglect competing priorities such as employee well-being and ethical practices to focus on securing bottom-line success. We find high-BLM supervisors serve as low-quality exchange partners with their employees, resulting in employee perceptions of low-quality leader-member exchange (LMX) relationships. In turn, employees reciprocate by withholding the very thing the supervisor desires—performance—in order to maintain balance in the exchange relationship. As such, supervisors who possess a BLM could actually be negatively impacting the organization’s bottom line through the harmful social exchange relationships they engender with their employees and their impact on employee task performance. We also examine the moderating role of employee BLM on these relationships. When employee BLM is low, we observe a greater negative effect on employee value judgments of the supervisor (i.e. reduced LMX perceptions) and lower employee performance. We test and find support for all of our hypotheses in two multi-source (i.e. employee-supervisor dyads), time-lagged field studies ( N = 189 and N = 244).

scholarly journals Pengaruh Leader Member Exchange (LMX) terhadap Kinerja Karyawan melalui Kepuasan Kerja pada PT. Berlian Jasa Terminal Indonesia

2021 ◽  
Vol 9 (1) ◽  
pp. 414
Author(s):  
Nuril Zulfa
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Employee Performance ◽  
Sampling Technique ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
High Workload ◽  
Permanent Employees

This study aims to determine and explain the effect of leader member exchange on employee performance through job satisfaction at PT. Berlian Jasa Terminal Indonesia. This research is a type of causal research with a quantitative approach with a population of 256 permanent employees, and the sampling technique uses probability sampling with a sample of 156 permanent employees. The statistical analysis used in this research is Structural Equation Modeling (SEM) with AMOS 23.0 software. This study indicates that the leader member exchange has a positive and significant effect on job satisfaction because there is a trusting relationship between superiors and subordinates. Job satisfaction has a positive and significant effect on employee performance because it was following company standards. Leader member exchange does not affect employee performance because it structures the performance appraisal. Job satisfaction cannot be an intervening variable between leader member exchange and employee performance due to high workload

scholarly journals Leader-member exchange, job satisfaction, employee engagement, and employee performance

2018 ◽  
Vol 1 (2) ◽  
pp. 121
Author(s):  
S Suharnomo ◽  
Dian Kartika
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Employee Performance ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Positive Effect

The main purpose of this paper is to investigate the effect of leader-member exchange (LMX) on employee performance. We also examine the effect of LMX on job satisfication then job satisfacton on employee performance. Furthermore, our research also test the effect of LMX on employee engagement then employee engagement on employee performance. The results of the analysis using SEM toward 105 respondents who work in Hotel B in Tegal, Indonesia, show supports for almost proposed prediction. However, our prediction that LMX have positive effect on employee performance was not supported.

scholarly journals THE EFFECT OF EMPOWERING LEADERSHIP ON INTRINSIC MOTIVATION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT AS A MEDIATION

2020 ◽  
Vol 2 (2) ◽  
Author(s):  
Venita Putri Utami ◽  
Muhammad Zakiy
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Positive Impact ◽  
Employee Performance ◽  
Positive Influence ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Member Exchange

Closeness and compatibility between leaders and subordinates significantly affect the comfort of work, which results in employee performance. Through satisfaction in working, it can create employee engagement, which can contribute to improving employee performance. This study aims to determine the effect of leader-member exchange and personal supervisor fit on employee performance mediated by work engagement on Syariah Bank employees in the Special Region of Yogyakarta. The sample in this study amounted to 132 employees using purposive sampling techniques whose data collection uses cross-sectional analysis with the level of analysis of individual samples. This research uses Structural Equation Modeling (SEM) to analyze the data. The results showed that the leader-member exchange and person supervisor fit had a positive effect on work engagement, and work engagement had a positive impact on employee performance. Also, this study demonstrates that work engagement is able to mediate the positive influence of leader-member exchange and person supervisor fit on employee performance. For this reason, it can be said that work engagement is an antecedent that shapes employee performance, which is preceded by leader-member exchange and person supervisor fit.

scholarly journals The Effect of Leader Member Exchange on Employee Performance at PT Gawi Makmur Kalimantan, Penajam Paser Utara

2021 ◽  
Vol 8 (1) ◽  
pp. 1
Author(s):  
Ana Noor Andriana ◽  
Arwin Sanjaya ◽  
Silvi Elvara
Keyword(s):  
Employee Performance ◽  
Work Relationships ◽  
Leader Member Exchange ◽  
Test Results ◽  
Systematic Random Sampling ◽  
Simultaneous Test ◽  
Member Exchange ◽  
Sample Technique

ABSTRACT This research is motivated by the role of the leader in improving the quality of work relationships. Leader member exchange has a role in creating a quality working relationship between leaders and employees. This study aims to determine the effect of  leader member exchange which consists of affect, loyalty, contribution, and professional respect on employee performance at PT Gawi Makmur Kalimantan. The sample technique using systematic random sampling obtained 86 samples. Partial test shows loyalty, contribution, and professional respect partially influence employee performance, while affect has no effect on employee performance. Simultaneous test shows affect, loyalty, contribution and professional respect have a simultaneous effect on employee performance by 26.835 ≥ 2,48 with a significance of 0,000 ≤ 0,05. The dominant test results show that professional respect has a dominant effect on employee performance with the value of standardized coefficients beta of 0,350. Keywords: Affect, Loyalty, Contribution, Professional Respect, Employee Performance 

Leader-Member Exchange and Employee Performance Management and Individual Innovation--Model

2019 ◽  
Author(s):  
Mieke Audenaert ◽  
Adelien Decramer ◽  
Bert George ◽  
Bram Verschuere ◽  
Thomas Van Waeyenberg
Keyword(s):  
Performance Management ◽  
Employee Performance ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Innovation Model
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