scholarly journals Internal Marketing Based on the Hierarchy of Effects Model for the Life Insurance Industry

2016 ◽  
Vol 9 (10) ◽  
pp. 1
Author(s):  
Ker-Tah Hsu
Keyword(s):  
Life Insurance ◽  
Organizational Identification ◽  
Ethical Climate ◽  
Insurance Industry ◽  
Internal Marketing ◽  
Leader Member Exchange ◽  
Role Clarity ◽  
Major Life ◽  
Member Exchange ◽  
Hierarchy Of Effects

<p>The purpose of this study is to identify the extent to which ethical climate, leader–member exchange, and role clarity can be employed as business levers in internal marketing; the relationships among them are investigated using a conceptual model based on the hierarchy of effects model. From several major life insurance firms in Taiwan, 644 life insurance salespeople formed the basis of the empirical analysis in this study. Ethical climate is not only a feasible business practice for implementing internal marketing but also a basis for other managerial activities concerning internal marketing. Managerial activities arousing salespeople's perceptions of ethical climate, leader-member exchange, and role clarity may be useful in enhancing their job satisfaction, and in strengthening the organizational identification and organizational commitment of their salespeople. This study extends the internal marketing literature both by applying the principles of the hierarchy of effects model to internal marketing, and by examining the effects of ethical climate, leader-member exchange, and role clarity on job outcomes within such a context.</p>

Multiple pathways linking leader-member exchange to work effort

2017 ◽  
Vol 32 (4) ◽  
pp. 270-283
Author(s):  
Xinxin Lu ◽  
Jian-Min (James) Sun
Keyword(s):  
Organizational Identification ◽  
Leader Member Exchange ◽  
Supervisory Support ◽  
Multiple Mediation ◽  
Work Effort ◽  
Content Type ◽  
Unique Variance ◽  
Member Exchange ◽  
Mediating Mechanisms ◽  
The Individual

Purpose The purpose of this paper is to validate, distinguish, and integrate the multiple mechanisms linking leader-member exchange (LMX) to employee work effort. Taking a multi-foci perspective, the authors propose that organization-based self-esteem (OBSE), supervisory support, and organizational identification each explain unique variance in the LMX-work effort relationship. Design/methodology/approach The data were collected using a two-wave survey among 184 employees from a wide variety of professions, industries, and organizations. Multiple mediation tests and path analysis were conducted to examine the hypotheses. Findings The results suggested that when entered simultaneously, OBSE, supervisory support, and organizational identification each explained unique variance in the relationship between LMX at Time 1 and work effort at Time 2. Research limitations/implications The research shows that leaders stimulate employee work effort via multiple foci. The mediating mechanisms of these foci are distinct and unique. It implies that researchers need to take the multiple foci of leadership into account when studying LMX. Originality/value Previous studies generally treat LMX as a dyadic construct; the study is among the first to reveal the multiple foci in LMX. By simultaneously examining mechanisms of the individual-, dyad-, and collective-foci, the research substantiates the unique effect of the three mechanisms, and integrates theories in LMX research. Moreover, the research in the Chinese context further validates the effectiveness of LMX in non-western culture, and provides contextual implications.

Ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB)

2020 ◽  
Vol 32 (1) ◽  
pp. 212-229 ◽  
Author(s):  
Chih-Ching Teng ◽  
Allan Cheng Chieh Lu ◽  
Zhi-Yang Huang ◽  
Chien-Hua Fang
Keyword(s):  
Organizational Identification ◽  
Moderated Mediation ◽  
Work Climate ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Ethical Work Climate ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Ethical Work

Purpose This paper aims to propose and test a moderated mediation model examining the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB). Design/methodology/approach Numerous regression analyses were performed using PROCESS (version 2.13), a macro for SPSS developed by Hayes (2017) to test this moderated mediation model. Findings The analytical results showed that organizational identification mediates the positive relationship between an ethical work climate and OCB. The analytical results also showed that LMX moderates the direct effect of ethical work climate on organizational identification and that LMX also moderates the indirect effect of ethical work climate on OCB via organizational identification. Practical implications This study provides numerous valuable implications for hotels to develop effective strategies to promote employees’ OCB and improve their organizational identification. Originality/value This study was the first attempt to propose and test a moderated mediation model that explores the relationships among ethical work climate, organizational identification, leader-member-exchange (LMX) and OCB.

How does leadership influence incident reporting intention in healthcare? A dual process model of leader–member exchange

2018 ◽  
Vol 32 (1) ◽  
pp. 27-51
Author(s):  
Kevin-Lim Jungbauer ◽  
Kai Loewenbrück ◽  
Heinz Reichmann ◽  
Johannes Wendsche ◽  
Jürgen Wegge
Keyword(s):  
Patient Safety ◽  
Organizational Identification ◽  
Incident Reporting ◽  
Dual Process ◽  
Top Management ◽  
Leader Member Exchange ◽  
Management Support ◽  
Healthcare Organizations ◽  
Top Management Support ◽  
Member Exchange

Building on social exchange and social identity theory, we examined how leader–member exchange (LMX) influences intention to report incidents in healthcare organizations through two different mechanisms. Using survey data of 15 hospitals in Germany ( N = 480) and multilevel structural equation modelling, we found as expected that LMX positively related to reporting-specific trust and organizational identification of employees. However, only reporting-specific trust but not organizational identification was directly related to incident reporting intention. Furthermore, top management support for patient safety moderated the link between LMX and reporting-specific trust, indicating a compensatory mechanism of top management support for followers with a low-quality leadership relationship. In addition, codification of patient safety regulations moderated the link between organizational identification and incident reporting intention. As expected, the institutionalization of patient safety norms through a strong follow-through of the organization is related to increased reporting only for employees with high organizational identification. Results are discussed in terms of how safety leadership can be enacted at both the supervisory and top management level in order to promote safety behaviour in healthcare organizations.

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