Impact of leader‐member‐exchange and team‐member‐exchange on nurses’ job satisfaction and turnover intention

2018 ◽  
Vol 66 (2) ◽  
pp. 242-249 ◽  
Author(s):  
M.‐H. Kim ◽  
Y.‐J. Yi
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Team Member ◽  
Leader Member Exchange ◽  
Team Member Exchange ◽  
Member Exchange

scholarly journals The Moderating Role of Leader-Member Exchange on the Relationship between Emotional Labor with Job Satisfaction or Turnover Intention

2016 ◽  
Vol 11 (12) ◽  
pp. 83 ◽  
Author(s):  
Hakan Turgut ◽  
Ismail Tokmak ◽  
M. Fikret Ates
Keyword(s):  
Job Satisfaction ◽  
Emotional Labor ◽  
Turnover Intention ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Relationship ◽  
Emotional Dilemmas ◽  
Moderating Role

<p>It is known in the business world that employees’ display of emotional labor in their relations with customers contributes to the success of the organization. Therefore, the aim of this study is to find out how the emotional dilemmas that employees experience affect their perceptions on job satisfaction and turnover intention and whether leader-member exchange has a moderating role on these relationships. In this respect, we performed a survey on the 371 employees of a company in Turkey. We used the scale developed by Diefendorff et al. (2005) to test emotional labor; the scale developed by Scandura and Graen (1984) to test leader-member exchange; the scale developed by Chen et al. (2009) to test job satisfaction and the scale developed by Scott et al. (1999) to test turnover intention. The all scales were measured valid and reliable for this sample group. In the hierarchical regression analyses, done to test the hypotheses, all variables were included in the model. According to the findings, emotional labor has a significant and positive direct effect on turnover intention and it has a significant and negative direct effect on job satisfaction. All these results taken into consideration, it was confirmed that when emotional labor increases, turnover intention also increases, and job satisfaction decreases. Furthermore, the moderating role of leader-member exchange between the relationship of emotional labor and turnover intention wasn’t approved; however, its moderating role between the relationship of emotional labor and job satisfaction was approved. To sum up, it is estimated that performing emotional labor is inevitable for organizational success and it is essential to develop new methods in order to prevent the negativities resulting from emotional dilemmas.</p>

scholarly journals TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Zakiy
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intention ◽  
Negative Influence ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Impact

The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as  personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. 

scholarly journals The Joint Effects of Leader–Member Exchange and Team-Member Exchange in Predicting Job Crafting

2020 ◽  
Vol 12 (8) ◽  
pp. 3283
Author(s):  
Kihyun Lee
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Team Member ◽  
Job Crafting ◽  
Interactive Effects ◽  
Future Research ◽  
Leader Member Exchange ◽  
The Social ◽  
Team Member Exchange ◽  
Member Exchange

In order to better understand the social aspects of job crafting, this study explores the direct and interactive effects of leader–member exchange (LMX) and team-member exchange (TMX) on three types of job crafting (i.e., task, relational, and cognitive crafting). Drawing on both social exchange theory and the job demands–resources model, this study examines the social antecedents of job crafting in a sample of 336 members of three shipbuilding companies. The results indicate that individuals who have high-quality relationships with their leaders engage in more job crafting and that TMX is positively related to job crafting, after controlling for LMX. In addition, the results show that TMX moderates the positive relationship between LMX and job crafting, such that a higher TMX strengthens the LMX–job crafting link. The implications of these findings for job crafting and social antecedents are discussed, and suggestions for future research are presented.

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