Leader–Member Exchange (LMX) and Frontline Employees’ Service-Oriented Organizational Citizenship Behavior in the Foodservice Context: Exploring the Moderating Role of Work Status

Min, Jae Hyung; Borchgrevink, Carl P.

doi:10.1080/15256480.2017.1324337

Cited by 27 publications

(24 citation statements)

References 92 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Masterson's (2001) analysis of social exchange in organizations based on organizational support theory, highlights that co-worker support of service employees has an effect on positive customer treatment. Likewise, good quality leader-member relationship indicating supervisor support is shown to motivate customer-oriented behaviors (Cha & Borchgrevink, 2018). Extending on the aforesaid prior studies, the current study also reports that FLEs are willing even to rule breaking for customer benefit, if they perceive high social support.…”

Section: Discussionsupporting

confidence: 69%

Impact of organizational structure and social support on pro-social rule breaking: A frontline perspective

John

Shafi

2020

Cogent Business & Management

View full text Add to dashboard Cite

Scholars over the past two decades have shed significant light on employee pro-social rule-breaking behaviors. Yet, the organizational and contextual variables and their influence on these behaviors are not properly considered. This paper focuses on frontline pro-social rule breaking and examines the influence of two elements of organizational environment; namely, organizational structure and social support, on the three types of pro-social rule breaking, using cross sectional survey data of frontline employees of two Indian-scheduled commercial banks. The results show that organizational structure and social support have differential influences on job-oriented, customer-oriented, and co-worker-oriented pro-social rule breaking. Researchers deliberated the impact of structural elements; namely, participation in decision-making, hierarchy of authority, job codification, rule enforcement, and perception of social support, thus identifying the drivers and inhibitors of the behaviors. Paper also offers guidelines for managing the three types of pro-social rule breaking via managerial practices and policy interventions.

show abstract

Section: Discussionsupporting

confidence: 69%

Impact of organizational structure and social support on pro-social rule breaking: A frontline perspective

John

Shafi

2020

Cogent Business & Management

View full text Add to dashboard Cite

show abstract

“…It has been presented that LMX positively influences employees' job satisfaction and performance and negatively impacts their turnover intention (Gerstner and Day, 1997). In a similar vein, research in the hospitality literature emphasizes the significance of high-quality relationships between supervisors and subordinates, as it results in positive outcomes, for example, increased engagement, intrinsic motivation, creativity, extra-role customer service and organizational citizenship behaviors, job performance and decreased turnover intention (Cha and Borchgrevink, 2018;Chen and Wu, 2017;Kim et al, 2017;Wang, 2016;Wang et al, 2017).…”

Section: Roles Of Gratitude and Obligationmentioning

confidence: 97%

The mediating roles of gratitude and obligation to link employees’ social exchange relationships and prosocial behavior

Kim

2020

IJCHM

View full text Add to dashboard Cite

Purpose This study aims to investigate the psychological mechanisms underlying hospitality employees’ social exchange relationships at work by applying the social aspects of work and the social exchange theory. Design/methodology/approach MTurk was used for conducting a cross-sectional questionnaire survey, targeting frontline employees who were working in full-service restaurants. Descriptive statistic, confirmatory factor analysis and structural equation modeling were performed. Findings Customer-employee exchange had a positive relationship with gratitude. Moreover, gratitude was positively associated with both role-prescribed customer service and extra-role customer service. Leader-member exchange and coworker exchange were positively related to obligation. Obligation had positive association with both role-prescribed customer service and extra-role customer service. The mediating effects of gratitude and obligation were statistically significant. Research limitations/implications Employees’ social exchange relationship with customers promotes prosocial behaviors by arousing gratitude in them. Moreover, their social exchange relationships with supervisors and coworkers lead to prosocial behaviors by provoking obligation from them. Originality/value This research shows the importance of the social aspects of work to contribute to employees’ prosocial behavior in the hospitality industry. Moreover, it proves the critical roles of emotions to guide employees’ decisions about social exchange.

show abstract

“…Lukes and Stephan (2017) developed a model of employee innovation behavior and conceptualized it as a multifaceted behavior that was different from the output of innovation, and found that the behavior of innovation output changed greatly after the introduction of high-quality LMX relationship. Cha and Borchgrevink (2018) collected data of 452 employees working in 31 different service organizations, and the multi-group structural equation model analysis showed that the LMX relationship had a great influence on employee innovation. Bruccoleri and Riccobono (2018) discussed the complex influence of objective practice management on employees’ innovative behaviors and found that the unconscious incentive path linked the quality of leader-follower relationship with employees’ innovative behaviors through appropriate performance evaluation strategies.…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of the Influence of Entrepreneur’s Psychological Capital on Employee’s Innovation Behavior Under Leader-Member Exchange Relationship

Liang

Zhou

et al. 2020

Front. Psychol.

View full text Add to dashboard Cite

How to make use of leaders' psychological capital to improve the innovation behavior of employees has become an important issue for the talent management of enterprises today, and it is also the goal that enterprises must pursue if they want to stand out in fierce competition. Therefore, a total of 154 enterprises in a high-tech area were selected for questionnaire survey in this study. The correlation between leadermember exchange (LMX) relationship (emotion, loyalty, contribution, and professional respect), leaders' psychological capital (confidence, hope, optimism, and tenacity), and employees' innovation behaviors were analyzed based on multivariate regression. Hierarchical regression method was used to examine the mediating effect of the LMX. It was found that confidence, toughness, and contribution were significantly positively correlated with employee innovation behavior (p < 0.001). The positive correlation between hope, optimism, emotion, and loyalty with employees' innovation behavior was significant (p < 0.05). Besides, emotion, loyalty, and contribution had mediating effects on the leaders' psychological capital and the innovation behavior of employees. In conclusion, leaders' psychological capital can have a significant positive effect on the innovation behavior of employees directly, and it can also have an indirect positive effect on the innovation behavior of employees by maintaining high quality LMX.

show abstract

Leader–Member Exchange (LMX) and Frontline Employees’ Service-Oriented Organizational Citizenship Behavior in the Foodservice Context: Exploring the Moderating Role of Work Status

Cited by 27 publications

References 92 publications

Impact of organizational structure and social support on pro-social rule breaking: A frontline perspective

Impact of organizational structure and social support on pro-social rule breaking: A frontline perspective

The mediating roles of gratitude and obligation to link employees’ social exchange relationships and prosocial behavior

Analysis of the Influence of Entrepreneur’s Psychological Capital on Employee’s Innovation Behavior Under Leader-Member Exchange Relationship

Contact Info

Product

Resources

About