The impact of social media use for communication and social exchange relationship on employee performance

Abstract

<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to investigate the underlying mechanisms through which social media use for vertical and horizontal communication enhance employee performance.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>To test the research model, the authors conducted a questionnaire survey in China. The authors used a customer panel database provided by a marketing research firm in China to identify appropriate respondents. Finally, the authors received 243 valid responses.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The authors find that social media use for vertical communication (SMUVC) is positively related to leader-member exchange (LMX) and social media use for horizontal communication (SMUHC) is positively related to team-member exchange (TMX). LMX and TMX are positively related to employee performance. LMX is positively associated with TMX. Besides, task complexity positively moderates the relationship between LMX and employee performance, while it negatively moderates the relationship between TMX and employee performance.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>First, it adds to the literature by investigating the underlying mechanisms of how social media use for communication influences job performance. By identifying LMX and TMX as the underlying mechanisms, the authors make comprehensive considerations of how the vertical and horizontal relationships link the effect of social media use for communication on employee performance. Second, despite the growing evidence demonstrates that high-quality LMX and TMX can individually contribute to employee job performance, little research has considered both LMX and TMX relationships simultaneously and their effects on job performance. Finally, by establishing task complexity as a key moderator on the relationships between LMX and TMX and job performance, the study could explain the inconsistent findings in the literature that the effects of LMX and TMX are significant in some studies yet not significant in other studies.</jats:p> </jats:sec>

Ta’ awun behavior, work stress, worklife balance in Islamic perspective and employee performance : investigation in Indonesia

“…Employee Performance (EP) consists of 5 items. Source items are adopted and developed from Chen & Wei (2020;Irawanto et al, 2015).…”

A Social Media Organizational Productivity Model: Insights From Public Health Professionals

“…Previous researchers have applied various models and theories to understand the adoption of technology or SM in the workplace. Examples include the likelihood model [28,29], the technology acceptance model [30][31][32], the unified theory of acceptance and use of technology 2 [33], the diffusion of innovation theory [34], the social cognitive theory [15], the theory of planned behavior model [35], social exchange theory [3], and social influence theory [25]. However, none of these models have been tested when people are practicing social distancing and are restricted to their homes because of a pandemic.…”

“…However, contemporary employees cannot differentiate between personal and corporate SM. On the basis of this heterogeneity and motivated by the influence of the SM world, workplaces have begun to embrace SM for socialization and work-oriented purposes [ 3 , 4 ]. Work-oriented SM types include web-based platforms that can be used in the workplace to facilitate collaboration.…”

¿Mejora la comunicación con las redes sociales?

“…Las redes sociales son parte del día a día de millones de personas en todo el mundo (We are social, 2020), y su uso se ha estudiado no solamente a nivel interpersonal (Candrasari, 2020), o comunitario (Chan et al, 2020;Haşiloğlu et al, 2020), sino también a nivel empresarial, donde se ha encontrado que tienen un impacto positivo en las relaciones dentro de las empresas, así como en el rendimiento de sus empleados (Chen & Wei, 2020) y la relación con sus clientes, stakeholders y comunidad (Guo et al, 2020;Hila et al, 2020). Por otra parte, también se han estudiado las consecuencias del abuso en el uso de redes sociales (de Pedro & Martín, 2018), así como prácticas poco éticas (Eckert, 2017;Oksanen et al, 2020)…”