Examining the interpersonal process and consequence of leader-member exchange comparison: The role of procedural justice climate

2018 ◽  
Vol 39 (8) ◽  
pp. 922-940 ◽  
Author(s):  
Herman H. M. Tse ◽  
Catherine K. Lam ◽  
Jun Gu ◽  
Xiao Song Lin
Keyword(s):  
Procedural Justice ◽  
Leader Member Exchange ◽  
Interpersonal Process ◽  
Member Exchange ◽  
Procedural Justice Climate ◽  
Justice Climate

The synergistic effects of LMX and procedural justice climate on employee motivation and customer loyalty in a retail service context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jin Ho Jung ◽  
Jaewon Yoo ◽  
Yeonsung Jung
Keyword(s):  
Procedural Justice ◽  
Customer Loyalty ◽  
Employee Motivation ◽  
Service Orientation ◽  
Content Type ◽  
Service Employees ◽  
Retail Service ◽  
Member Exchange ◽  
Procedural Justice Climate ◽  
Justice Climate

PurposeThe aim of this paper is to test how leader–member exchange (LMX) interacts with procedural justice climate to influence three types of employee motivation (i.e. achievement striving motivation, status striving motivation and communion striving motivation). Furthermore, this study empirically examines the indirect effects of LMX on customer loyalty through employee motivation and service orientation.Design/methodology/approachThis study used a matched sample of 188 retail service employees and 376 customers from a large shopping mall in South Korea to test the empirical model. Structural equation modeling (SEM) and bootstrapping method were employed to test a series of proposed hypotheses.FindingsThe results show that LMX significantly enhances customer loyalty through two motivational dimensions and service orientation. In particular, this study shows that achievement and status striving motivation are directly related to service orientation, but communion striving motivation does not affect customer-focused service attitude. In addition, procedural justice climate serves as a critical moderator and synergistically interacts with LMX to influence achievement and status striving motivation.Research limitations/implicationsThis study offers new insight regarding how managers' roles in both individual (leader–member exchange) and organizational (procedural justice climate) level affect different forms of retail service employee motivation and service orientation, which in turn, result in customer loyalty.Practical implicationsThe results suggest that when retail service employees perceive procedural fairness at retail stores, they are more motivated to work hard to complete their assignments and achieve their sales goals in conjunction with leader support. Therefore, managers must provide a clear guideline and procedure regarding salary raises and performance evaluations or engage in thorough discourse on such matters with employees prior to announcements of such decisions. Moreover, as retail service employees interact with customers in the frontline, and how they serve customers plays a key role in creating customer loyalty. Managers should encourage retail service employees to engage in service-oriented behaviors.Originality/valueThe results suggest that LMX facilitates more formal task-related motivation to achieve either tasks or status while it is less related to relationship-building motivation, which is a unique contribution of this study. The results offer better understating of how LMX differentially leads to specific types of employee motivation in the existing literature.

The Role of Procedural Justice Climate in Reactions to Performance Appraisals

2013 ◽  
Vol 2013 (1) ◽  
pp. 14984
Author(s):  
Shaun Pichler ◽  
Arup Varma ◽  
Jesse S. Michel ◽  
Pawan S. Budhwar ◽  
Paul E. Levy
Keyword(s):  
Procedural Justice ◽  
Performance Appraisals ◽  
Procedural Justice Climate ◽  
Justice Climate

THE MEDIATING ROLE OF TEAM COLLABORATION BETWEEN PROCEDURAL JUSTICE CLIMATE AND NEW PRODUCT DEVELOPMENT PERFORMANCE

2017 ◽  
Vol 21 (04) ◽  
pp. 1750039 ◽  
Author(s):  
ATİF AÇIKGÖZ
Keyword(s):  
Product Development ◽  
Procedural Justice ◽  
New Product Development ◽  
New Product ◽  
Team Collaboration ◽  
Mediating Role ◽  
Procedural Justice Climate ◽  
Npd Performance ◽  
Justice Climate

The management of innovation and technology (MIT) literature has emphasised several determinants of team collaboration in new product development (NPD) projects. However, the literature lacks the evidence which supports the relationship between procedural justice climate (PJC) and team collaboration in NPD projects. The literature also has limited evidences about the mediating role of team collaboration in NPD projects. To address these gaps, this study collected the data from 133 NPD teams. The results strongly suggest that (i) PJC is positively related to team collaboration, (ii) effective collaboration among NPD team members leads to superior NPD performance, and (iii) team collaboration fully mediates between PJC and the indicators of NPD performance. Suggestions are further made regarding new responsibilities for team leaders.

Sign in / Sign up

Export Citation Format

Share Document