scholarly journals The Effects of Workplace Loneliness on Work Engagement and Organizational Commitment: Moderating Roles of Leader-Member Exchange and Coworker Exchange

2021 ◽  
Vol 13 (2) ◽  
pp. 948
Author(s):  
Hyo Sun Jung ◽  
Min Kyung Song ◽  
Hye Hyun Yoon
Keyword(s):  
Organizational Commitment ◽  
Social Relationships ◽  
Social Exchange ◽  
Work Engagement ◽  
Negative Influence ◽  
Exchange Relationships ◽  
Coworker Exchange ◽  
Member Exchange ◽  
Moderating Role

This study aims to examine the effect of workplace loneliness on work engagement and organizational commitment and the moderating role of social relationships between an employee and his or her superior and coworkers in such mechanisms. Workplace loneliness decreased employees’ engagement with their jobs and, as such, decreased engagement had a positive relationship with organizational commitment. Also, the negative influence of workplace loneliness on work engagement was found to be moderated by coworker exchange, and employees’ maintenance of positive social exchange relationships with their coworkers was verified to be a major factor for relieving the negative influence of workplace loneliness.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

Perceived Risk and Organizational Commitment: The Moderating Role of Organizational Trust

2013 ◽  
Vol 41 (2) ◽  
pp. 229-240 ◽  
Author(s):  
Xiao-Ping Liu ◽  
Zhong-Ming Wang
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Perceived Risk ◽  
Organizational Trust ◽  
Exchange Process ◽  
Key Factors ◽  
The Social ◽  
Moderating Role

Perceived risk in employment and organizational trust were integrated into the development of organizational commitment, based on key factors in the social exchange process. The results show that perceived risk in employment correlated negatively with organizational trust and organizational commitment, and that organizational trust correlated positively with organizational commitment. Moreover, organizational trust acted as a partial mediator between perceived risk in employment and organizational commitment.

scholarly journals Examining PCB-Outcomes Relationship: Moderating Role of Individualism

2014 ◽  
Vol 39 (2) ◽  
pp. 99-112 ◽  
Author(s):  
Upasna A Agarwal
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Psychological Contract ◽  
Current Knowledge ◽  
Employee Motivation ◽  
Psychological Contracts ◽  
Contract Breach ◽  
Essential Condition ◽  
Moderating Role

In the current climate of continuing economic uncertainty caused by major developed nations struggling with high-debt and sub-par growth, employee goodwill, motivation, and cooperation are fragile yet critical for organizational success. These attitudes and behaviours can be powerfully influenced by the fulfillment of psychological contracts. Psychological Contract is a useful framework for examining the quality of employeeorganization relationship. Psychological Contract Breach (PCB), defined as the cognition that one's organization has failed to meet one or more obligations within one's psychological contract in a manner commensurate with one's contributions, has deleterious effects of employee motivation. Despite the growing amount of research about psychological contracting, a review of studies on PCB indicates that there are deficiencies in the literature which need to be addressed. Firstly, limited efforts have been made to examine the effects of individual dispositions on PCB. Secondly, although trust has been examined as an essential condition for establishment of social exchange, there is paucity of research on the effect of PCB on trust. Thirdly, there have been fairly good number of studies examining the effects of breach. However, these studies seem to have been stuck in terms of examining only specific group of outcome variables. Further, much of the published research on PCB has been experienced by a single cohort of MBA graduates making generalization of findings for more diverse sample populations difficult. Finally, much of our current knowledge about PCB is based on the studies conducted in the West. Since different national cultures display varied cultural elements in the workplace, drawing parallels from studies conducted in other collectivistic cultures will not be appropriate. This work is significant for four reasons: It examines the effect of PCB on trust and work engagement It examines the mediating role of trust in PCB-engagement relationship It tests the moderating role of individualism and collectivism value orientation It examines PCB in a novel geographical context. Results of this study with 501 Indian managerial employees working in eight organizations in India suggest that: PCB is related to trust and work engagement. Trust mediates the PCB-engagement relationship. Individualism⁄Collectivism moderates the PCB-trust relationship.

scholarly journals Perceived Organizational Injustice, Job Satisfaction, Organizational Commitment, and Turnover Intention: A Study of MNCs in Malaysia

2021 ◽  
Vol 22 (2) ◽  
pp. 1047-1065
Author(s):  
Daisy Mui Hung Kee ◽  
Kuok Shiong Chung
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Negative Influence ◽  
Mediating Effect ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role ◽  
Organizational Injustice

The paper intends to examine the relationship between perceived organizational injustice, organizational commitment, and turnover intention. Besides, the paper investigates the mediating role of job satisfaction on the relationship between organizational injustice, organizational commitment, and turnover intention. The presence of gender as a moderating role is also tested. Testing hypotheses on 203 MNCs employees, the paper finds that distributive and interactional injustice are associated with organizational commitment, job satisfaction, and higher turnover intention. Procedural injustice has a direct negative influence on job satisfaction. Job satisfaction has a mediating effect on the relationship between organizational injustice, organizational commitment, and turnover intention. Gender is found to have a moderating effect on the relationship between organizational injustice and turnover intention. This study's findings serve as guidelines to help managers better understand organizational behaviors, specifically on how to minimize employee turnover, improve job satisfaction and organizational commitment, and make better decisions in managing the perception of distributive and interactional injustice when dealing with their employees.

How exploitative leadership influences on knowledge management processes: the moderating role of organisational citizenship behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amir A. Abdulmuhsin ◽  
Rabee Ali Zaker ◽  
Muhammad Mujtaba Asad
Keyword(s):  
Knowledge Management ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Impact ◽  
Hierarchical Regression ◽  
Scientific Performance ◽  
Content Type ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on knowledge-based view, social exchange theory and leader-member exchange, this study examines how exploitative leadership (EL) influences knowledge management (KM), its processes, and further investigates the moderating role of organisational citizenship behaviours (OCB) on the relationship between EL and KM. Design/methodology/approach Using a quantitative approach, survey data were collected from 356 faculty members in Iraqi public universities, and the direct and moderating relationships were assessed through Hierarchical regression by PROCESS v.3.3 macros in SPSS. Findings The study found a significant negative impact of EL on KM, including its processes, especially on knowledge utilisation. The assessment also revealed that OCB has a significant moderating impact on EL, particularly its effect on knowledge creation. Practical implications The empirical insights of the study are valuable and precious for policymakers, managers and academics in education sectors of developing countries, to enrich their managerial and scientific performance through addressing EL behaviours while considering the moderating effect of OCB. Originality/value The relevance of the study stems from the scarcity of research on EL, while studies on the negative behaviours of leaders as a predictor of KM process failures are significantly limited. Additionally, studies on the moderating impact of OCB on the linkage between EL and KM processes remain limited. This study is one of the earliest studies that investigate these inter-relationships amongst EL, OCB and KM processes.

scholarly journals Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange

2019 ◽  
Vol 23 (8) ◽  
pp. 1502-1522 ◽  
Author(s):  
Katja Babič ◽  
Matej Černe ◽  
Catherine E. Connelly ◽  
Anders Dysvik ◽  
Miha Škerlavaj
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Leader Member Exchange ◽  
Content Type ◽  
Prosocial Motivation ◽  
Member Exchange ◽  
Level Model ◽  
Knowledge Hiding ◽  
Moderating Role

Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.

Effects of work stressors on desire for organizational construction: The moderating role of leader–member exchange

2015 ◽  
Vol 22 (3) ◽  
pp. 367-387 ◽  
Author(s):  
Li Zhang ◽  
Long Chen ◽  
Ning Zhao
Keyword(s):  
Social Exchange ◽  
Uncertainty Management ◽  
Management Theory ◽  
Leader Member Exchange ◽  
Work Stressors ◽  
Member Exchange ◽  
The Relationship ◽  
Uncertainty Management Theory ◽  
Moderating Role

AbstractThis study constructs the relationship between work stressors and the desire for organizational construction and the moderating role of leader–member exchange. The study is conducted by integrating social exchange and uncertainty management theory. Through investigating 204 employees and performing a scenario study in China, this research confirms that challenge stressors are positively related to desire for organizational construction. The relationship between hindrance stressors and desire for organizational construction tends to be U-shaped in the condition of high leader–member exchange, and the relationship tends to have an inverted U-shape in the condition of low leader–member exchange. This study has important implications for discerning the scope of application for both social exchange and uncertainty management theory, as managers seek to explain the relationship between negative treatment of employees and their desire for organizational construction.

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