A Literature Review of Team-Member Exchange and Prospects

Zheng, Chen

doi:10.4236/jssm.2018.114030

Cited by 27 publications

(36 citation statements)

References 71 publications

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“…The concept of TMX and new groups in the workplace is not much different, they are both focused on what work must be done so that organizational goals are achieved (Chen, 2018). Rich et al (2010), recognizes work engagement as a role-based motivation concept that captures how a person expresses himself in work roles by investing his physical, emotional, and cognitive energy together.…”

Section: Organizational Socialization Tactics and Job Engagementmentioning

confidence: 99%

The Effects of Organizational Socialization Tactics on Newcomer Job Satisfaction and Engagement: Does Core Self-Evaluation Important?

Putra

Ibrahim

Amri

2020

TSSJ

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One hundred and fifty-nine new workers in the government sector in Aceh Besar District were sampled to investigate whether their job satisfaction and engagement was influenced by organizational socialization tactics. Core self-evaluation is considered an important factor for newcomers who interact between organizational socialization tactics towards the outputs who were investigated in this study. Primary research data obtained from the results of questionnaires distributed to respondents who previously we have set. Structural Equation Modeling (SEM) supported by the AMOS 24 program is used to produce an accurate analysis of the primary data of this study. Based on the results of the analyzed data it was found that job satisfaction and work engagement of newcomers within the government sector organization in Aceh Besar District were influenced by factors of organizational socialization tactics in the organization itself. In addition, the results of the investigation data analysis also found that the core self-evaluation factor is important to be taken into account by newcomers when entering the organization that is now observed. Whether the results of this investigation in other places experienced the same thing, also discussed.

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Section: Organizational Socialization Tactics and Job Engagementmentioning

confidence: 99%

The Effects of Organizational Socialization Tactics on Newcomer Job Satisfaction and Engagement: Does Core Self-Evaluation Important?

Putra

Ibrahim

Amri

2020

TSSJ

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“…Horizontal relationships complement vertical relationships in facilitating proactive performance. Coworkers may offer socio-emotional and informational resources that are useful to proactive behaviors [ 20 , 55 , 56 ]. Indeed, Vough et al [ 21 ] noted that individuals interact with and rely on others in many ways to accomplish their proactive goals, suggesting that interpersonal interactions may facilitate proactive performance.…”

Section: Introductionmentioning

confidence: 99%

How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics

Boudrias

Montani

Vandenberghe

2021

IJERPH

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Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.

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“…On the other hand, the effectiveness of work interactions, communication and coordination with team members 1 as well as assistance provided by a team member through the introduction of enhanced work methods, 57 as referred to TMX, were critical for workplace innovation. 58 These dimensions are influenced by AMO-HR practices. 41 More importantly, the effectiveness of member-team relationship engenders employee proactivity.…”

Section: Discussionmentioning

confidence: 99%

“…However, HR practices like work design flexibility significantly affected team outcomes such as team effectiveness, performance and innovation. 58 In a study on high-performance HR practices and team creativity, Ma et al 41 indicated that there is a significant effect of AMO-HR practices on team creativity through team efficacy and knowledge sharing. On the other hand, researchers mentioned several positives of the relationship between the employee and the team members—the most important of these positives are improving employee performance and proactive employee behavior.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

Al-Tit

2020

International Journal of Engineering Business Management

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The aim of this study is to examine the impact of AMO-HR Systems (i.e., ability-enhancing HR practices, motivation-enhancing HR practices and opportunity-enhancing HR practices) on proactive employee behavior through the effect of leader-member and team-member exchange. A questionnaire was developed based on prior related works to collect the required data from a sample of 230 employees from 13 small companies in the service industry in the Jordanian capital, Amman. The results showed that nine HR practices are significant predictors of employee proactivity behavior. The impact was significantly mediated by leader-member and team-member exchange. On the ground of the results, the study concluded that proactivity is a function of three categories of HR practices. First, an employee should be supported to enhance his or her ability. Second, an employee should be motivated and granted the opportunity to share knowledge. Third, employees should be encouraged to participate in problem solving, in the presence of leader-member coordination, to improve relationship quality and team-member recognition, support, and effective communications. Accordingly, recommendations, social and managerial implications were reported.

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A Literature Review of Team-Member Exchange and Prospects

Cited by 27 publications

References 71 publications

The Effects of Organizational Socialization Tactics on Newcomer Job Satisfaction and Engagement: Does Core Self-Evaluation Important?

The Effects of Organizational Socialization Tactics on Newcomer Job Satisfaction and Engagement: Does Core Self-Evaluation Important?

How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics

The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

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