scholarly journals The relationship of Turnover intention with job satisfaction, job performance, Leader member exchange, Emotional intelligence and organizational commitment

2014 ◽  
Vol 4 (2) ◽  
Author(s):  
Iqra Saeed ◽  
Momina Waseem ◽  
Sidra Sikander ◽  
Muhammad Rizwan
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Organizational Commitment ◽  
Job Performance ◽  
Turnover Intention ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Relationship

scholarly journals The Moderating Role of Leader-Member Exchange on the Relationship between Emotional Labor with Job Satisfaction or Turnover Intention

2016 ◽  
Vol 11 (12) ◽  
pp. 83 ◽  
Author(s):  
Hakan Turgut ◽  
Ismail Tokmak ◽  
M. Fikret Ates
Keyword(s):  
Job Satisfaction ◽  
Emotional Labor ◽  
Turnover Intention ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Relationship ◽  
Emotional Dilemmas ◽  
Moderating Role

<p>It is known in the business world that employees’ display of emotional labor in their relations with customers contributes to the success of the organization. Therefore, the aim of this study is to find out how the emotional dilemmas that employees experience affect their perceptions on job satisfaction and turnover intention and whether leader-member exchange has a moderating role on these relationships. In this respect, we performed a survey on the 371 employees of a company in Turkey. We used the scale developed by Diefendorff et al. (2005) to test emotional labor; the scale developed by Scandura and Graen (1984) to test leader-member exchange; the scale developed by Chen et al. (2009) to test job satisfaction and the scale developed by Scott et al. (1999) to test turnover intention. The all scales were measured valid and reliable for this sample group. In the hierarchical regression analyses, done to test the hypotheses, all variables were included in the model. According to the findings, emotional labor has a significant and positive direct effect on turnover intention and it has a significant and negative direct effect on job satisfaction. All these results taken into consideration, it was confirmed that when emotional labor increases, turnover intention also increases, and job satisfaction decreases. Furthermore, the moderating role of leader-member exchange between the relationship of emotional labor and turnover intention wasn’t approved; however, its moderating role between the relationship of emotional labor and job satisfaction was approved. To sum up, it is estimated that performing emotional labor is inevitable for organizational success and it is essential to develop new methods in order to prevent the negativities resulting from emotional dilemmas.</p>

scholarly journals TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Zakiy
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intention ◽  
Negative Influence ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Impact

The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as  personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. 

scholarly journals WITH WHOM YOU COMPARE YOURSELF – RELATIONSHIP OF SOCIAL COMPARISON & EMPLOYEE WORK OUTCOMES - LEADER MEMBER EXCHANGE (LMX) AS MEDIATOR

2016 ◽  
Vol 12 (2) ◽  
Author(s):  
Naveed Anwar ◽  
Keyword(s):  
Job Satisfaction ◽  
Social Comparison ◽  
Affective Commitment ◽  
Organizational Outcomes ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Relationship ◽  
Overall Job Satisfaction

Purpose: This research contributes further into investigating the impact of Social Comparison (i.e. Negative Social Comparison (NSC) and Positive Social Comparison (PSC) and work attitudes (i.e. Overall Job Satisfaction- OJS and Affective Commitment – AC using Leader Member Exchange (LMX) as a potential mediator among the relationship of Social Comparison and work attitudes. Design / Methodology / Approach: This research is causal, descriptive and cross-sectional in nature. Following positivist research paradigm data was collected from 232 employees of First tier commercial banks using a self-administrative survey. Factor Analysis, Multiple Regression Analysis, ANOVA, Pearson Correlation and Descriptive statistics were used to test the hypothesis of the study and provide conclusion about the hypothesis. The mediation effects of Leader member exchange was also tested using the steps of Baron and Kenny (1986). Findings: The results exhibited that the Positive Social Comparison has positive association with Affective Commitment (AC) and overall job satisfaction (OJS). Further, NSC relationship was negatively significant with Affective Commitment, and also it was found to have a significant negative relationship with Overall Job Satisfaction. LMX, Leader Member Exchange mediates the relationship among Social Comparison Negative and Positive Social Comparison. Originality/Value: These significant results have shown the importance of quality of Leader Member Exchange and its impact in yielding the positive organizational outcomes. As long as the managers pay a good attention towards the quality of relationship among them and their workers, the chances are that any type of comparison (Negative or Positive) will have less chance to affect the organizational outcomes, such as affective commitment and overall job satisfaction. These results are vital for HR practitioners and will assist in designing quality HPWPs in organizations.

scholarly journals Coworker Exchange, Leader-Member Exchange, and Work Attitudes:P A Study of Coworker Dyads

2007 ◽  
Vol 9 (2) ◽  
pp. 187 ◽  
Author(s):  
Tri Wikaningrum
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Complete Information ◽  
Leader Member Exchange ◽  
Negatively Associated ◽  
Work Attitude ◽  
Coworker Exchange ◽  
Member Exchange ◽  
The Relationship

The purpose of this study is to examine how leader-member exchange (LMX) similarity might affect exchange quality between coworkers. This research also investigates the relationships of LMX and CWX (coworker exchange) to employees’ organizational commitment and job satisfaction. Each respondent from 76 nurses at three hospitals in Semarang were asked to rate the quality of the relationship he/she had with his/her supervisor, resulting in 76 LMX ratings. They were also asked to rate the quality of their relationships with each of their coworkers. A dyad was created where we had complete information on two employees rating one another. Once paired, a total of 146 dyads with complete LMX, CWX, and work attitude data were acquired. The results of this research indicate that the interaction between two coworkers’ LMX scores predicts CWX quality for the coworker dyad. After controlling for CWX, LMX quality is positively related to job satisfaction, but not to organizational commitment. Furthermore, after controlling for LMX, a greater diversity in a worker’s CWX relationship is negatively associated to his/her organizational commitment, but not to his/her job satisfaction. The interaction of CWX quality and CWX diversity, however, does not predict work attitude.

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