Employee’s reciprocation of organizational support and leader – member exchange

Ahmed, Ishfaq; Ismail, Wan Khairuzzaman Wan; Amin, Salmiah Mohamad

doi:10.1108/mrr-05-2013-0102

Cited by 9 publications

(10 citation statements)

References 38 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…POS and lead to attitudinal (e.g. Ahmed et al , 2014; Allen et al , 2003; Farh et al , 2007), behavioral (e.g. Chiang and Hsieh, 2012; Gavino et al , 2012; Hochwarter et al , 2003; LePine et al , 2002; Piercy et al , 2006; Randall et al , 1999) and performance outcomes (e.g.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Predicting employee performance through organizational virtuousness

Ahmed

Rehman²,

Ali

et al. 2018

JMD

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this paper is to value the role of organizational virtuousness in predicting employee performance through mediation of affective well-being and work engagement. Design/methodology/approach Data were collected through questionnaires from 487 banking employees from 60 branches of ten banks. Findings Analysis through structural equation modeling proves that virtuousness positively predicts employees’ well-being and engagement, which in turn influence their performance. Furthermore, both well-being and engagement proved to be partial mediation in the relation, where well-being had stronger explanatory role. Originality/value This study offers novel explanatory mechanism in the relationship of employee performance and organizational virtuousness, where in past studies such mediation mechanism has not received due attention.

show abstract

Section: Hypotheses Developmentmentioning

confidence: 99%

Predicting employee performance through organizational virtuousness

Ahmed

Rehman²,

Ali

et al. 2018

JMD

Self Cite

View full text Add to dashboard Cite

show abstract

“…Several periodic research findings have also complemented the evidence of POS's significant positive influence on organizational commitment, as proposed by Garg and Dhar, 47 Wayne et al, 48 Wayne et al, 49 Loi et al, 50 Aube et al, 51 Leveson et al, 52 and also Nazir and Islam. 53 The findings of Ahmed et al show the effect of LMX on POS., 54 and also AlHashmi et al, 55 where both states that LMX has a positive and significant impact on POS.…”

Section: Research Methods Research Frameworkmentioning

confidence: 90%

ORGANIZATIONAL COMMITMENT IN THE WAQF ORGANIZATION OF MUHAMMADIYAH: A Perspective From Social Exchange Theory

Umam

2020

altahrir

View full text Add to dashboard Cite

Organizational commitment is a critical element in achieving organizational goals. The theory of social exchange can explain the causes of organizational commitment by proposing leader-member exchange (LMX) and perceived organizational support (POS) as antecedents. However, most of the research has only been applied to proft organizations and has not touched many non-proft organizations. Muhammadiyah, as one of the representatives of the largest waqf manager in Indonesia, was chosen as the object of this study, where the waqf offcials in the Muhammadiyah environment of the Yogyakarta Special Region (DIY) were used as respondents. The results of this study indicate that LMX does not have a signifcant inﬂuence in forming organizational commitment directly, but has an indirect effect on organizational commitment through POS while showing the inability of POS to be a moderator variable in the relationship between LMX and organizational commitment. The new fnding of this research is that LMX requires POS mediation in inﬂuencing organizational commitment, especially in the context of the nonproft organization.

show abstract

“…In the LMX relationship developmental process, the subordinate in a high-quality LMX relationship may interpret the delegated responsibility as part of their career development, and as a key component of their membership of a high-quality LMX relationship. As noted previously, the special treatment creates an obligation of reciprocity (Eisenberger et al, 2001) resulting in extra effort by the subordinate (Ahmed et al, 2014;Bauer and Green, 1996). Through delegation the LMX members produce and realise mutual trust, respect, contribution, and obligation within the dyad which, in turn, encourages both partners to expand their interactions beyond their contractual obligations (Graen and Uhl-Bien, 1995) thereby resulting in superior performance from the high-quality LMX relationship.…”

Section: Jmd 351mentioning

confidence: 90%

“…This may be interpreted by the subordinate as special treatment from the manager, and the subordinate may feel indebted. The norm of reciprocity (Bauer and Green, 1996) makes the subordinate feel obliged to reciprocate by applying extra effort for better performance (Bauer and Green, 1996;Eisenberger et al, 2001;Ahmed et al, 2014). Based on the preceding argument, the following hypothesis is presented: H1.…”

Section: Lmx and Job Performancementioning

confidence: 99%

Leader-member exchange and job performance

Choy

McCormack

Djurkovic

2016

Journal of Management Development

View full text Add to dashboard Cite

Purpose – The purpose of this paper is to examine the relationship between leader-member exchange (LMX) and job performance and the utility of delegation and participation as mediators of the aforementioned relationship. Methodology – A survey approach was used in this research. Regression analyses, including mediation analyses, on data from 268 employees in a large public sector organisation were conducted. Findings – The findings revealed that both delegation and participation were significant mediating variables of the relationship between LMX and job performance. Research limitation – The limitations of the study include the use of self-report and cross-sectional data. Future research could include multi-source data, and a longitudinal research design. Practical implication – The implications of the findings for theory and management are discussed, including the use of delegation and participation as effective instruments for developing and maintaining strong manager-employee relationships to improve social capital and enhance job performance. Originality value – This paper enhances understanding of LMX, and sheds some light on how LMX and participative decision making can influence employee job performance.

show abstract

Employee’s reciprocation of organizational support and leader – member exchange

Cited by 9 publications

References 38 publications

Predicting employee performance through organizational virtuousness

Predicting employee performance through organizational virtuousness

ORGANIZATIONAL COMMITMENT IN THE WAQF ORGANIZATION OF MUHAMMADIYAH: A Perspective From Social Exchange Theory

Leader-member exchange and job performance

Contact Info

Product

Resources

About