|Author:||Leung, Wing-yat Mike|
|Title:||The effects of leader-member exchange and psychological contract fulfillment of individuals' organizational citizenship behaviours|
|Subject:||Hong Kong Polytechnic University -- Dissertations|
Contracts -- Psychological aspects
|Department:||Graduate School of Business|
|Pages:||xi, 146 leaves : ill. ; 30 cm|
|Abstract:||The present study aims to examine the direct influence of leader-member exchange and psychological contract fulfillment on organizational citizenship behaviours. The study also explores the moderating influences of psychological contract fulfillment. On the basis of the literature review, a theoretical model was developed for examining these effects. Hypotheses were then formulated to test the validity of the model. Measures on leader-member exchange, psychological contract fulfillment, and two types of supervisor-rated organizational citizenship behaviours (that is, citizenship behaviours which are intended to benefit the organization and citizenship behaviours which are intended to benefit specific individuals) were obtained from 210 employees working for 10 companies in Hong Kong. Corresponding evaluations on the organizational citizenship behaviour of these employees were obtained from 195 immediate supervisors as the objective organizational citizenship behaviour measure to overcome common method biases. The results of hierarchical regression analysis indicated that the leader-member exchange relationship had positive effects on subordinates' organizational citizenship behaviours. On the other hand, the study found that psychological contract fulfillment was unrelated to both forms of organizational citizenship behaviours. However, the interaction between the leader-member exchange relationship and psychological contract fulfillment was found to have significant effects on both types of organizational citizenship behaviours. This appears to suggest that higher psychological contract fulfillment can help to facilitate the organizational citizenship behaviour of employees, as a result of receiving a higher level of leader-member exchange relationship. This study contributes significantly to the theory and practice of leadership and psychological contract, providing empirical evidence to understand the direct relationship between leader-member exchange and organizational citizenship behaviours. The evidence also suggests that the moderating influences of psychological contract fulfillment in employees facilitate positive effects of leader-member exchange relationship on organizational citizenship behaviours. Social exchange theory is therefore advanced through a better understanding of the influence of leader-member exchange and psychological contract fulfillment on the two aspects of exchange relationship that contribute towards employees' organizational citizenship behaviours. As the findings confirm the effectiveness of the exchange relationship and behaviours towards employees and organizations, potentially, there are implications for daily management practice. Recruitment, supervision and training procedures that focus more attention on better leader-member interpersonal orientation and psychological contract management are likely to promote more effective organizational citizenship behaviours in employees.|
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