Employee Grievances: An Application of the Leader‐member Exchange Model

Abstract

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Differentiation in leader–member exchange: A hierarchical linear modeling approach

“…Members with high-quality LMX may have incentives to perform better, are more satisfied, and become committed to the organization. However, members with low-quality LMX may be disaffected, have grievances, and feel unfairly treated (Cleyman, Jex, & Love, 1993). In our research, we did find that LMX differentiation augmented LMX-based inflation in performance evaluation.…”

Perceptions of and reactions to leader toxicity: Do leader–follower relationships and identification with victim matter?

“…This prediction was supported. Cleyman et al (1993) found that employee dissatisfaction with leaders was related to increases in grievances. There is no known research on challenging behavior based on LMX group status, but it is reasonable to consider filing a grievance to be a method of challenging or a means of returning injury as in negative reciprocity (Uhl-Bien & Maslyn, 2003).…”

“…Scandura (1999) asserts that out-group members are likely to feel inequitably and unjustly treated. The results of a related study showed that out-group members (low LMX) were more likely to file grievances than those with higher LMX relationships (Cleyman, Jex, & Love, 1993), indicative of the dissatisfaction associated with low LMX. In addition, perceptions of justice tend to be lower among out-group members than members in the in-group (Chi & Lo, 2003).…”

An Innovated HRM Framework for Sustainability: Multiple Case Studies in Bangladesh

“…Employees when faced with adverse situations express each vignette of filing complaints against the management (Cleyman et al, 1995). Management's failure increases group voice (Danilovich, 2016).…”