A meta‐analysis was conducted to examine the influence of psychological contract breach on 8 work‐related outcomes. Breach related all outcomes except actual turnover. Based affective events theory, we developed a causal model integrating breach, affect (violation and mistrust), attitude (job satisfaction, organizational commitment, turnover intentions), individual effectiveness (actual turnover, citizenship behavior, in‐role performance). Structural equation modeling used test model. The...

A field investigation of 337 employees and their immediate superiors tested the mediating role empowerment in relations between job characteristics, leader-member exchange (LMX), team-member (TMX), work outcomes. The meaning competence dimensions mediated relation characteristics satisfaction. dimension also organizational commitment. Contrary to prediction, did not mediate LMX, TMX, outcome variables. Rather, LMX TMX were directly related In addition, was performance. These findings suggest...

The social exchange view of commitment (R. Eisenberger, R. Huntington, S. Hutchison, & D. Sowa, 1986) suggests that employees' perceptions the organization's to them (perceived organizational support, or POS) creates feelings obligation employer, which enhances work behavior. authors addressed question whether POS more traditional concepts affective (AC) and continuance (CC) were better predictors employee behavior (organizational citizenship impression management). Participants 383...

The authors investigated the first 6 months that 166 newly hired employees and their immediate supervisors worked together. Expectations, perceived similarity, liking, demographic performance were examined as determinants of leader-member exchanges (LMXs). Leader member expectations each other assessed in 5 days life dyad predicted LMXs at 2 weeks following 1st day dyads' existence. Member leaders also months. Following nearly same pattern, similarity liking from both leaders'and members'...

In a sample of 961 employees working in 71 restaurants moderately sized restaurant chain, we investigated key tenet servant leadership theory—that leaders guide followers to emulate the leader's behavior by prioritizing needs others above their own. We developed and tested model contending that propagate behaviors among creating serving culture, which directly influences unit (i.e., restaurant/store) performance enhances individual attitudes through mediating influence individuals'...

This study examined a model of the antecedents and consequences perceived organizational support (POS) leader-member exchange (LMX). It was predicted that justice (procedural distributive justice) practices provide recognition to employee (feelings inclusion from upper management) would influence POS. For LMX, it leader reward (distributive contingent rewards) punishment behavior be important antecedents. Results based on sample 211 employee-supervisor dyads indicated justice, inclusion,...

This study examined the role of 3 sources support in facilitating expatriate adjustment and performance. A model was developed that effects perceived organizational (POS), leader‐member exchange (LMX), spousal on expatriates' to work, country, interacting with foreign nationals. In turn, it expected would influence task performance contextual The tested using a sample 213 expatriate‐supervisor dyads via structural equation modeling. results indicated POS had direct adjustment, which turn...

We examined psychological contract breach and violation as they occur within social exchange relationships to account for employee outcomes. Results of a longitudinal study suggested that partially mediated the effects perceived organizational support (POS) leader-member (LMX) (time 1 measures) on intentions quit 2 measure). POS LMX moderated relationship between Violation fully commitment trust effect turnover intentions. These findings highlight interconnection processes.

We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample 120 work groups consisting 834 employees who represented six different organizations. LMX was defined as degree variability in quality relationships formed within groups. Hierarchical Linear Modeling (HLM) results did not indicate support for main effect performance. Rather, demonstrated that moderated relation between performance, such increases were accompanied by...

Based on Turner's (1960) contest- and sponsored-mobility systems, a comprehensive model of the determinants career success was examined. Human capital motivational variables represented contest-mobility system whereas leader–member exchange supervisor mentoring system. Results based data from 245 supervisor–subordinate dyads indicated limited support for strong Interestingly, two forms sponsorship were differentially related to outcomes. Specifically, positively salary progression,...

Much of the abusive supervision research has focused on supervisor–subordinate dyad when examining effects employee outcomes. Using data from a large multisource field study, we extend this by testing trickle‐down model across 3 hierarchical levels (i.e., managers, supervisors, and employees). Drawing social learning theory information processing theory, find general support for study hypotheses. Specifically, that manager behavior is positively related to supervisor behavior, which in turn...

This study examines antecedents and behavioral outcomes of employees' perceptions organizational support for development. We first propose that past participation in formal developmental activities experience with relationships positively relate to their then perceived career opportunity within the organization moderates relationship between development employee performance turnover. Using a sample 264 exempt-level employees supervisors, we found training classes, leader-member exchange,...

We examined a multidimensional measure of perceived organizational support (adjustment POS, career and financial POS) within an integtrative stress model expatriate success. Expatriate success was defined in terms multiple criteria the predictors included role stressors, situational supervisor support, POS. Hypotheses were tested with 230 expatriate–supervisor dyads S.E.M. analyses. Support found for partially mediated model. The results showed that POS dimensions differentially predicted criteria.

We examine one potential reason for the persistence of glass ceiling: bosses' perceptions female subordinates' family-work conflict. Person categorization and social role theories are used to whether bosses (both male female) perceive women as having greater conflict therefore view them mismatched their organizations jobs. The results support our model: mediated relationships between subordinate sex person-organization fit, person-job performance. Both types fit were related promotability...

Social loafing was investigated by testing a multilevel model among 23 intact work groups comprised of 168 employees representing two organizations. Results demonstrated that as hypothesized at the individual level, increases in task interdependence and decreases visibility distributive justice were associated with greater occurrence social loafing. At group increased size decreased cohesiveness related to levels Of particular interest finding member perceptions perceived coworker reduced...

Prior integrations of the leader-member exchange (LMX) and psychological contract literatures have not clarified how within-group LMX differentiation influences employees' attitudes behaviors in employment relationship. Therefore, using a sample 278 members managers 31 intact work groups at 4 manufacturing plants, authors examined operating level (relative LMX, or RLMX) group influenced perceptions fulfillment employee-level outcomes. Controlling for individual-level quality, results...

Summary Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors job engagement. Specifically, examined the impact high‐performance human resource (HR) practices employee engagement work outcomes. Based sample 605 employees, their immediate supervisors, HR managers from 130 companies, our results indicated that were directly related to as well indirectly through employees' perceived organizational support. In turn, was positively...

Summary Idiosyncratic deals (i‐deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis i‐deals research, combining qualitative theory supplementary meta‐analysis 23 empirical studies ( k = 27 samples, N 8110 individuals). The examines conceptualization measurement identifies patterns gaps in while quantitative tests moderating effect societal cultures predictors consequences...

A field study was conducted to examine the relationship between leader-member exchange (LMX) and two types of employee behavior: citizenship behavior impression management. One form behavior, altruism, one management, other-focused were significantly related LMX. Implications results are discussed.

Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator relationships between leader-member exchange (LMX) performance, turnover intentions, actual for sample. sample consisted 116 who were surveyed prior starting their employment at 3 months postentry. A total 67 senior rated these...