Impact of Leader-Member Relationship Quality on Job Satisfaction, Innovation and Operational Performance: A Case in Vietnam

Nguyễn, Thành Hưng

doi:10.13106/jafeb.2020.vol7.no6.449

Cited by 26 publications

(24 citation statements)

References 36 publications

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“…Three questions refer to firm reputation (FR) variables (Lai et al, 2010;Rupp et al, 2006). Ten questions refer to organizational attractiveness (OA), job satisfaction (JS) and job performance (JP) variables (e.g., Rupp et al, 2006;Brunner & Baum, 2020;Park et al, 2020;Nguyen, 2020).…”

Section: Procedures and Measurementmentioning

confidence: 99%

CSR and Firm Reputation from Employee Perspective

Tangngisalu¹,

MAPPAMIRING²,

Andayani³

et al. 2020

JAFEB

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This research focuses on the importance of corporate social responsibility in building the company's reputation. Experts have studied CSR as an antecedent of a company's reputation, but the mechanisms underlying this process are rarely explored. Therefore, to fill this research gap, we demonstrate CSR's implementation combined with organizational justice based on discrepancy and equity theory. This study involved 210 employees in a family company. The study's analysis method uses Structural Equation Model (SEM), SmartPLS, with a five-step measurement and analysis procedure. The variables in this study are CSR implementation, organizational justice, employee trust, firm reputation, organizational objectiveness, organizational commitment, job satisfaction, and job performance. The results found that some of the direct relationships stated were not significant, but all demonstrations of indirect links were substantial. Besides, optimal CSR and organizational justice provide a reliable and positive domino effect in increasing the role and consequences of employee trust and firm reputation. The findings in this study confirm that upstream-downstream job performance causality can be successfully achieved if job satisfaction has been realized, job satisfaction can be achieved if organizational commitment can also be recognized, and organizational commitment can be developed. Reflection and influence, rather than organizational attractiveness becomes essential.

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Section: Procedures and Measurementmentioning

confidence: 99%

CSR and Firm Reputation from Employee Perspective

Tangngisalu¹,

MAPPAMIRING²,

Andayani³

et al. 2020

JAFEB

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“…It builds on the insightful leader-member exchange (LMX) theory, which suggests that leaders adapt their behavior according to the characteristics of individuals. The use of the term 'differentiated leadership' refers to the extent of a leader's role, in various leadership levels, from one which focuses on individual behavior to individual group members followers (Dansereau et al, 1975;Nielsen & Daniels, 2012;Wu et al, 2010;Tran et al, 2020;Nguyen, 2020). It will directly influence the quality of individual exchanges with the leader.…”

Section: Empowering Leadership and Individualmentioning

confidence: 99%

Empowering Leadership and Individual Creativity: The Mediation Role of Psychological Empowerment in Facing Covid-19 Pandemic

Siswanti¹,

Muafi²

2020

JAFEB

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This study tests and analyzes the influence of empowering leadership on employee creativity which is mediated by psychological empowerment. Researchers conduct survey method on state-owned bank employees (ABC Bank) in Pacitan, East Java, Indonesia. Purposive sampling is selected with Likert scale as measurement. The population of this study is 166 respondents, who are permanent employees of the ABC Bank. The data analysis technique used is SPSS 24. The results of this study find that: (1) there is an influence of empowering leadership on psychological empowerment, (2) there is an influence of empowering leadership on individual creativity, (3) there is an influence of psychological empowerment on individual creativity, and (4) the influence of empowering leadership on individual creativity is mediated by psychological empowerment. This study ignores other types of leadership. Further study is needed to examine other types of leadership besides empowering leadership. The level of analysis of this study is individual, so further study could examine empowering leadership conceptualized at the group level because followers will be influenced not only by the dyadic relationship with the leader, but also by the dynamics of the members of the empowered group. This study provides theoretical enrichment from the aspect of empowering leadership, especially at the individual level. Leaders can increase employee creativity by empowering them to do their jobs. Additionally, by creating a work environment that ensures employees feel empowered psychologically.

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“…In order to survive and improve their profitability, companies are beginning to pay attention to the responsibilities and duties they should do for their employees and make sure that they are truly felt by them, because only when employees work hard and achieve their performance can the company can achieve organizational performance [ 11 ]. In an organization, on the one hand, the organization expects the employees to work hard and diligently to complete their work performance; on the other hand, the employees expect the organization to do their responsibilities, and the sum of the unspoken and implicit expectations between the organization and the employees is called the psychological contract [ 12 ]. The scholars also describe this psychological contract as an “unwritten contract,” which is distinguished from a paper contract/labor contract [ 13 ].…”

Section: Introductionmentioning

confidence: 99%

The Influence of Work Environment on Employee’s Psychological Relationship: A Case Study of Japanese Literature

Xin

2022

Occupational Therapy International

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The new generation of employees grows up in the environment of rapid economic development, fierce competition, diversified values, and multiple channels of cultural communication, and their unique growth environment creates characteristics such as their unstable psychological state, poor adjustment ability, and significant self-awareness. The special psychological condition of the new generation employees will affect their own development and that of the organization. How to effectively manage the psychological capital of new generation employees has become an urgent problem for modern human resource management. Based on the social exchange theory and resource conservation theory, this study explores the relationship between the psychological capital of new generation employees and their job performance and propensity to leave and proposes research hypotheses and research models. Based on the survey data of 330 new generation employees, SPSS software was used to analyze the data and test the hypotheses. The psychological capital, job performance, and turnover tendency of new generation employees differed to different degrees in terms of age, education, years of work experience, and position level. The psychological capital of the new generation employees had a significant negative effect on the propensity to leave. Psychological capital had a significant positive effect on the relational performance dimension of job performance, and among the four dimensions of psychological capital, resilience and optimism had a significant positive effect on relational performance, while self-efficacy and hope had no significant effect on relational performance. The psychological capital of new generation employees mainly contributes to task performance through hope, resilience, and optimism and to relational performance through resilience and optimism.

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Impact of Leader-Member Relationship Quality on Job Satisfaction, Innovation and Operational Performance: A Case in Vietnam

Cited by 26 publications

References 36 publications

CSR and Firm Reputation from Employee Perspective

CSR and Firm Reputation from Employee Perspective

Empowering Leadership and Individual Creativity: The Mediation Role of Psychological Empowerment in Facing Covid-19 Pandemic

The Influence of Work Environment on Employee’s Psychological Relationship: A Case Study of Japanese Literature

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