Leader Member Exchange (LMX) as Relationship Mediation between Organizational Justice Towards Work Motivation and Organizational Commitment

2015 ◽  
Author(s):  
Murdjani Kamaluddin ◽  
Dedy Takdir Syaifuddin ◽  
Ansir . ◽  
Sri Wiyati Mahrani
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Work Motivation ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
As Relationship

scholarly journals A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples

2021 ◽  
Vol 12 ◽  
Author(s):  
Or Shkoler ◽  
Aharon Tziner ◽  
Cristinel Vasiliu ◽  
Claudiu-Nicolae Ghinea
Keyword(s):  
Organizational Justice ◽  
Cultural Context ◽  
Work Motivation ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Data Consistency ◽  
Counterproductive Work Behaviors ◽  
Future Research ◽  
Leader Member Exchange ◽  
Member Exchange

In an increasingly competitive work world, managers—whose links with subordinates, and their perceptions thereof, are critical components in that relationship—need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

scholarly journals Organizational Justice and Organizational Citizenship Behavior: The Mediating Roles of Organizational Commitment and Leader Member Exchange

2021 ◽  
Vol 10 (1) ◽  
pp. 1-10
Author(s):  
Aditya Fuad Hasyim ◽  
Palupiningdyah Palupiningdyah
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Statistical Tests ◽  
Sampling Technique ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Recruitment Process ◽  
Member Exchange

This study aims to examine the effect of organizational justice on organizational citizenship behavior with organizational commitment and leader-member exchange as mediating variables for sewing employees of PT. Apparel One Indonesia 1. The sample used is 92 respondents with the sampling technique using purposive sampling. The data collection method used a questionnaire. Methods of data analysis using descriptive statistical tests with analysis tools, namely SmartPLS 3.0. The conclusion of this study is that organizational justice cannot improve organizational citizenship behavior either directly or through organizational commitment. However, organizational justice can increase organizational citizenship behavior only when through mediation of leader-member exchange. Recommendations for companies are that during the recruitment process, it is better to choose employees who are truly competent so that tasks can be distributed according to the employees' abilities. In addition, employees must be involved in every decision making so that employees will feel needed and recognized which in turn will bring out commitment to employees.

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

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