A meta‐analysis of the predictors and consequences of organization‐based self‐esteem

Organization‐based self‐esteem (OBSE), which represents employees' beliefs about their own value and competence as organizational members, has attracted much recent research attention. In the current paper, we identified several theoretically based predictors and consequences of OBSE. We then conducted a meta‐analysis examining the relationships between OBSE and these variables. Results indicated that several hypothesized predictors, including the work environment and employee dispositions, were related to OBSE. Furthermore, OBSE was related to several hypothesized outcome variables including job satisfaction, organizational commitment, employee health, job performance, and organizational citizenship behaviour. As expected, OBSE generally yielded stronger relationships with work‐related variables than did general self‐esteem and we found evidence that OBSE mediated the relationships between general self‐esteem and work‐related criteria.     

HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES

In this article, we propose and test an integrative theory of leader–member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates’ self‐efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed.     

The interaction between leader–member exchange and perceived job security in predicting employee altruism and work performance

This study investigated the relationships among leader–member exchange (LMX), perceived job security, and employee performance. Drawing on the job demands–resources model and conservation of resources theory, we expected both LMX and perceived job security would affect employee altruism and work performance in a positive manner. In addition, LMX and perceived job security were expected to interact to predict the two outcome variables. The hypotheses were tested with a sample of 184 employees in a state‐owned enterprise in China. Our results showed that LMX, but not perceived job security, was positively related to employee altruism and work performance. Additionally, the effect of LMX on altruism was stronger for employees perceiving less job security. The findings indicated that LMX as a job resource becomes more impactful to altruistic performance when employees feel less secure at work.     

Leader–Member Exchange (LMX) and Performance: A Meta‐Analytic Review

This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ?.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX‐MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source‐ and method‐biased effects stronger for leader‐rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.     

Trait conscientiousness,leader‐member exchange,job satisfaction and organizational citizenship behaviour: A test of an integrative model

Competing theoretical models were tested, linking organizational citizenship behaviour (OCB) to trait conscientiousness, job satisfaction and leader‐member‐exchange (LMX) quality. Meta‐analytic structural equation modelling results provide strongest support for a model wherein more conscientious employees display more OCB, which enhances LMX quality, leading to greater job satisfaction. In‐turn, employees reciprocate their higher job satisfaction by demonstrating more OCB. Beyond supporting the view that OCB represents employee reciprocation for the satisfying job experiences typically stemming from higher‐quality LMX, our findings help to legitimize the notion that OCB may be used, particularly by more conscientious employees, as a means of nurturing higher‐quality LMX and to gain access to more satisfying job experiences.     

员工及其管理者的情绪智力对员工工作绩效的影响

研究员工及其管理者的情绪智力对员工工作绩效的影响,并探索了管理者的情绪智力对其下属员工工作绩效发生影响的内在机制。采用配对取样的方法对30家企业进行了管理者与其下属员工的配对调查。结果发现,员工及其管理者的情绪智力对员工的工作绩效都有显著的正向影响,领导－部属交换在管理者情绪智力对员工情境绩效的影响中起部分中介作用,领导－部属交换在管理者情绪智力对员工任务绩效的影响中起着微弱的部分中介作用     

Employees' Political Skill and Job Performance: An Inverted U‐Shaped Relation?

During the past decade, the construct of political skill has attracted a lot of attention. In particular, its relation to job performance has been examined. With regard to this link, it is typically proposed that political skill affects job performance in a positive linear manner. However, in this article it is suggested that intermediate levels of employees' political skill yield the highest job performance, implying that this association is in fact represented by an inverted U‐shape. Findings from two field studies (N₁ = 178, N₂ = 115 employee‐supervisor‐colleague triads) that incorporated different sample characteristics (early career employees, established employees), job performance dimensions (overall, task, contextual, and adaptive performance), and rating sources (supervisors and colleagues) supported this idea. Across different analyses, employees with intermediate levels of political skill received higher job performance ratings compared to those with lower and higher levels, respectively. In addition, the nature of the relationships between employees and their raters was found to moderate this curvilinear effect. Specifically, besides the fact that employees who had close working relationships with their raters generally received higher job performance ratings, the decreases in the job performance ratings of employees high in political skill were less pronounced when they had close relationships.     

新员工工作重塑会带来积极的结果吗?领导成员交换与个体传统性的作用

每年都有大量的高校毕业生进入职场。在企业竞争日趋激烈的今天, 如何将这些大学毕业生快速地转变成高绩效的企业员工, 是一个重要的研究议题。基于自我表达的理论视角, 本研究探讨工作重塑能否促进新员工的任务绩效和创造力, 以及领导成员交换和个体传统性如何影响新员工的工作重塑。我们对256名新员工进行4轮的问卷调查, 最终得到125份有效的匹配问卷。数据分析结果显示: (1)工作重塑会正向影响新员工的工作投入, 进而影响他们的任务绩效和创造力; (2)对于传统性比较高的新员工, 领导成员交换可以促进他们的工作重塑; (3)个体传统性正向调节领导成员交换对任务绩效、创造力的间接作用, 当个体传统性高时, 领导成员交换通过工作重塑和工作投入对任务绩效、创造力的积极影响更为显著。本研究从新员工自我表达的视角为组织提升新员工的任务绩效和创造力提供了新的思路。     

‘Good Impression’ as a Moderator in Employment‐related Assessment

There is widespread agreement that response bias variables, such as good impression, have little relevance, either as moderators or suppressors, in efforts to improve the accuracy of employment‐related predictions based on personality test scores. However, a recent review found that there were relatively few methodologically sound real‐life studies of the moderator function. Reported here are four such studies involving the prediction of job performance. As hypothesized, a significant moderator effect was shown in the two studies that utilized ‘transparent’ job‐related predictors, with useful prediction only at the lower levels of good impression, but not in the two studies that utilized personality variables as predictors. These results confirm that validity when using transparent items to predict employment‐related success can be affected by the operation of good‐impression response bias. Further research is needed to delineate other relevant effects of good impression in such situations.     

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.

Practitioner points

• Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
• Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

     

When and why creativity‐related conflict with coworkers can hamper creative employees' individual job performance

We examined when and why focal employees' creativity-related conflict with coworkers is related to their individual job performance. As hypothesized, a survey among 113 employees in 14 manufacturing work groups showed that creativity-related conflict with coworkers escalates into dysfunctional relationship conflict when focal employees have low rather than high trust in those coworkers. In its turn, relationship conflict with coworkers was found to be negatively associated with focal employees' individual job performance when they lack support from their supervisor. Finally, the indirect effect of creativity-related conflict on job performance through relationship conflict was found to be significant when both the first stage moderator of coworker trust and the second stage moderator of supervisory support were low rather than high.     

How perceived interpersonal justice relates to job burnout and intention to leave: The role of leader–member exchange and cognition‐based trust in leaders

Intense competition among companies makes it particularly important for organizations to retain talented and skilled employees to maintain their competitive advantage. This study examines the linkage between employees' perceptions of the interpersonal justice demonstrated by their leaders and consequent job burnout resulting in turnover intention by focusing on the mediating role of leader–member exchange (LMX) as well as the moderating role of employees' cognition‐based trust in their leaders. Data were obtained from 158 MBA students attending a large university in South Korea. Using structural equation modelling, we examined an integrative model that combines interpersonal justice, LMX, job burnout, and turnover intention. The results reveal that (a) LMX partially mediates the relationships between interpersonal justice and job burnout and (b) employees' cognition‐based trust in their leaders moderates the relationship between LMX and job burnout. By examining the mediating role of LMX as well as the moderating role of cognition‐based trust in the relationship between perceived interpersonal justice and employee job burnout, this study (1) provides a comprehensive explanation of employee job burnout and (2) outlines the implications for job burnout research and practice.     

Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS.     

A moderated mediation model of the relationship between organizational citizenship behaviors and job performance

Addressing numerous calls for future research on understanding the theoretical mechanisms that explain the relationship between organizational citizenship behaviors (OCBs) and job performance, this study focused on how an employee's relationships with coworkers mediate the relationship between his or her OCBs and his or her job performance. It also looked at how task autonomy might moderate this mediated relationship. The results of an empirical study involving 364 jewelry designers, 310 coworkers, and 284 supervisors indicated that coworker relations mediated the relationship between OCBs and job performance. In addition, task autonomy positively moderated both paths of this mediated relationship. Finally, these results hold for OCBs that are targeted at individuals but not for OCBs that are targeted toward organizations.     

Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender

Transformational leadership (TL) enhances follower Organizational Citizenship Behavior (OCB) as mediated by leader‐member exchange (LMX). However, the strength of the positive associations among TL, LMX and OCB is subject to significant variability. Accordingly, we draw on several theories (self‐identity, role congruency, self‐concept, and social exchange) to propose that followers' gender moderates the relationships between all three of these variables. We argue differences in societal expectations and/or underlying motivation combine to make leadership of lesser importance to OCB among females than males. Using 202 supervisor‐subordinate dyads from Taiwan, a moderated mediation model of TL‐LMX‐OCB, with subordinate gender as a moderator, was tested. As hypothesised, each of the positive associations among TL, LMX and OCB were weaker for females than for males, thus accounting for some of the variability in the strength of the associations typically observed. Relatedly, although LMX fully mediated the TL‐OCB relationship in the entire sample, this effect was not observed among female subordinates. Further research is required to assess the degree to which these findings apply beyond the Confucian Asian societal cluster.     

领导-部属交换的多维结构及对工作绩效和情境绩效的影响

通过两项研究,对领导-部属交换的结构及其对员工的工作绩效和情境绩效进行了探讨。采用探索性因素分析、验证性因素分析、分层回归分析等方法对来自不同企业的员工及其主管的问卷调查结果进行了分析。 结果表明,领导-部属交换是一个多维度的结构,由情感、忠诚、贡献和专业尊敬四个维度组成。单维度的领导-部属交换和多维度的领导-部属交换都对员工的工作绩效和情境绩效具有预测作用,但多维度领导-部属交换的预测作用更强。     

Employee perceptions of corporate social responsibility: Effects on pride,embeddedness, and turnover

We examined socioemotional microfoundations of perceived corporate social responsibility (CSR) and posited that employees’ perceived CSR triggers a perception-emotion-attitude-behavior sequence. Drawing from appraisal theory of emotion, we hypothesized that perceived CSR relates to emotions (i.e., organizational pride), which relate to job attitudes (i.e., organizational embeddedness) that in turn relate to job behaviors (i.e., decreased turnover). To test this model, we conducted a multistudy investigation involving different samples, designs, and data-analytic methods. In Study 1, we conducted an experiment and found that participants who envisioned working in a firm that was active regarding CSR activities reported greater pride and organizational embeddedness. We then conducted two field studies using a nonmanagerial sample (Study 2) and a managerial sample (Study 3) and found that participants’ perceived CSR was positively related to their pride, which in turn was related to stronger organizational embeddedness. Stronger organizational embeddedness was related to lower turnover 6 months later in Study 2 but not in Study 3. In Study 4, we conducted a longitudinal four-wave 14-month study to test the proposed relationships from a within-person conceptualization, and the results were also supportive. Thus, the proposed perception-emotion-attitude-behavior framework received broad support and illustrated that stronger microfoundations of CSR research could be constructed through understanding employees’ emotional, attitudinal, and behavioral reactions to their perceptions of their employers’ CSR.     

CHALLENGE‐ORIENTED ORGANIZATIONAL CITIZENSHIP BEHAVIORS AND ORGANIZATIONAL EFFECTIVENESS: DO CHALLENGE‐ORIENTED BEHAVIORS REALLY HAVE AN IMPACT ON THE ORGANIZATION'S BOTTOM LINE?

Virtually all of the studies that have examined the relationship between organizational citizenship behaviors (OCBs) and unit or organizational effectiveness have focused on affiliation‐oriented as opposed to challenge‐oriented forms of OCB, and no study has examined the mechanisms through which OCBs influence unit or organizational effectiveness. Therefore, the purpose of this study is to examine the main and interactive effects that challenge‐oriented and affiliation‐oriented OCBs have on organizational effectiveness through their impact on workgroup task performance. Results from a sample of 150 limited‐menu restaurants showed that the relationship between challenge‐oriented OCBs and workgroup task performance has an inverted‐U shape and is moderated by affiliation‐oriented OCBs, and that workgroup task performance completely mediated the impact of challenge‐ and affiliation‐oriented OCBs (and their interaction) on organizational outcomes (i.e., sales dollars, profit as a percentage of sales, and employee turnover). Specifically, the findings showed that challenge‐oriented OCBs have a positive impact on workgroup task performance up to a point, and beyond that point only when certain enabling conditions (i.e., high levels of affiliation‐oriented OCBs) are present. Implications are discussed.     

WORK VALUE CONGRUENCE AND INTRINSIC CAREER SUCCESS: THE COMPENSATORY ROLES OF LEADER-MEMBER EXCHANGE AND PERCEIVED ORGANIZATIONAL SUPPORT

We hypothesized that leader-member exchange (LMX) and perceived organizational support (POS) would each interact with work value congruence in relation to intrinsic career success. In a sample of 520 teachers from 30 high schools in Turkey, we found that work value congruence was positively related to job and career satisfaction when POS was low but not related to job and career satisfaction when POS was high. Similarly, work value congruence was positively related to career satisfaction when LMX was low but not related when LMX was high. The results contribute to the POS, LMX, and person-organization fit literatures by demonstrating the compensatory nature of LMX and POS for low value congruence in its relation to job and career satisfaction.     

Leader-Member Exchange and Employee Creativity: Test of a Multilevel Moderated Mediation Model

Using multisource data, this article examined the relationship of two types of employee perceptions of overall fairness (i.e., fairness of the organization and fairness of the department), with supervisor ratings of in-role task performance and organizational citizenship behaviors (OCB). We also examined whether high-quality leader-member exchange (LMX) relationships compensate for negative effects of fairness on job performance and citizenship behaviors. Focusing on a sample of 154 health care workers, we found that only employee perceptions of overall fairness regarding the department were related to supervisory ratings of OCB and in-role task performance. Moreover, LMX moderated the relationships between fairness perceptions and (a) task performance, (b) organization-focused OCB, but not (c) individual-focused OCB. We discuss implications for research and the potential for reducing negative effects of low fairness perceptions on job performance through positive LMX.