An empirical analysis of the leader–member exchange and employee turnover intentions mediated by mobbing: evidence from sport organisations

Abstract

Despite the existence of numerous important factors that affect organisations' efficiency and productivity, including leader-member exchange, mobbing, and employee turnover intentions, studies analysing the relationships among these variables are scarce in the sports literature. Hence, the purpose of this study was to investigate the relationships between leader-member exchange and turnover intentions, focusing primarily on the mediating role of mobbing. The sample for the study was collected from participants who worked in a public organisation providing sports and physical activity services. The results of the study showed statistically significant relationships among leader-member exchange, mobbing, and employee turnover intentions. More specifically, leader-member exchange was found to have a significant negative relationship with mobbing and employee turnover intentions. Mobbing, on the other hand, had a significant positive relationship with employee turnover intentions and mediated the relationship between leader-member exchange and employee turnover intentions. Managerial and research implications and contributions of the study were discussed.

Investigating the relationship between managerialist employment relations and employee turnover intention

“…Our findings indicate that managerialist employment relations is a function of Nigeria's unique HR practice (and HRM generally) that is steeped in authoritarian, paternalistic, nonparticipatory and unethical HR system (Otobo, 2016;Anakwe, 2002), which is framed by its unique workplace culture that advances the rhetoric of managerialism (Oruh et al, 2018). Consequently, the findings of this research agree with Yildiz's (2018) and Timinepere's (2018) works that turnover intention of doctors is a corollary of managerialist employment relations system. We also found that having a work environment that supports happy workforce, motivation, engagement, participation and empowerment as well as realisation of voice is mediated by participatory and acceptable HR practice.…”

“…Interviewees B4, A6, and A1's statements lend credence to this observation. As remarked by Bambacus and Kulik (2013) such HR practices lead to employee turnover intention (Yildiz, 2018). The work by Kim et al (2017) noted that the above climate of inflexible work pattern, lack of satisfaction and managerial system illustrate the essentials of the discontents of inflexible work pattern and consequent employee turnover intention (Joo and Park, 2010).…”

“…Whereas most studies on the consequences of managerialism on employment relations and HRM generally adopt different frameworks (see Timinepere et al, 2018;Yildiz, 2018;Cho and Lewis, 2011;Joo and Park, 2010), our approach in this paper contrasts with prior studies as it uncovers the relationship between scientific management, managerialism and employment relations within the context of Nigeria, which can potentially lead to novelty in the literature. While some scholars (Vijai et al, 2017) agree with Taylor's (1914) overall argument that scientific management can lead to some efficiency in the workplace, his emphasis on controlling and restraining the rights and inputs of workers in management decisions, especially, to the point of loss of employee voice and power negates the premise of managerialism, which is central to such organisational rationality.…”

“…A variety of factors trigger employee turnover including lack of job satisfaction, poor reward system, workload pressure and unethical HR practice generally. These predictors vary from industry to industry, and can be premised on an individual's preferences (Yildiz, 2018). There are two main types of employee turnover including voluntary and involuntary.…”

Towards a Sustainable Model of Innovative Work Behaviors’ Enhancement: The Mediating Role of Employability

“…LMX models represent paramount theoretical and empirical approaches to organizational leadership [32,33] and explain influences on exchange relationship quality and work-related outcomes such as performance and innovative work behaviors [6,21,26]. In particular, the LMX measure incorporates the evolution of leader-follower relationships and followers' satisfaction with their leaders, and addresses a facet of leadership that is absent from other theories-awareness that leaders develop various types of relationships with individual followers [34,35]. Hence, LMX emphasizes reciprocal social exchanges that develop, nurture, and sustain the relationship between a supervisor and their employee.…”