組織內不同雇傭形式下領導-成員交換關係對員工行為影響的實證研究

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組織內不同雇傭形式下領導-成員交換關係對員工行為影響的實證研究

 

Author: 寇鳳達
Kou, Fengda
Title: 組織內不同雇傭形式下領導-成員交換關係對員工行為影響的實證研究
Zu zhi nei bu tong gu yong xing shi xia ling dao-cheng yuan jiao huan guan xi dui yuan gong xing wei ying xiang de shi zheng yan jiu
A study on the impact of leader-member exchange on employee behaviors under different terms of employment contract
Degree: D.Mgt.
Year: 2008
Subject: Hong Kong Polytechnic University -- Dissertations.
Organizational behavior.
Employee motivation.
Leadership.
Department: Graduate School of Business
Pages: xv, 183 leaves : ill., charts ; 30 cm.
Language: Chinese
InnoPac Record: http://library.polyu.edu.hk/record=b2291092
URI: http://theses.lib.polyu.edu.hk/handle/200/4338
Abstract: Contingent employment has been recognized as one of the strategies to increase firms' flexibility and competitive advantages. Based on the social exchange theory, this study investigates the influence of terms of employment contract on the relationships among leader-member exchange (LMX), organizational justice and employees' behaviors in a state-owned enterprise (SOE). Based on the literature review, a structural equation model was established with leader-member exchange as independent variable, organizational justice as mediating variable and employees' behaviors as dependent variables. A set of 586 dyads (supervisors and subordinates) in a SOE are studied to test these hypotheses with SPSS 13 and LISREL 8.53. Research findings generally support the hypotheses though there are also some unexpected results. Results indicate that leader-member exchange is strongly related to the three dimensions of organizational justice namely procedural justice, distributive justice and interactional justice. Also procedural justice and interactional justice are more likely to predict employees' behaviors (organizational citizenship behavior and job performance) than distributive justice. Furthermore, the mediating effects of procedural justice and interactional justice are also found to be significant on the relationship between LMX and employees' behaviors, but the distributive justice does not mediate this relationship on the part of contingent employees. This study examines how employees' terms of employment contract influence the relationship between LMX and organizational justice as well as that between organizational justice and employees' behaviors. Terms of employment contract play an important role in how individual employees perceive the exchange relationship with their employers and how they respond to the inducements received from that relationship. Specifically, the relationship between procedural justice and employees' behaviors is stronger in contingent employees than in regular employees, indicating that if contingent employees have a positive sense of procedural justice, they will be engaged in higher organizational citizenship behavior and show better job performance. Contrary to our hypothesis, results show that contingent employees' behaviors are less related to distributive justice and interactional justice than that of their non-contingent counterparts. Such findings shed light on how the enterprise should treat contingent and regular employees. Suggestions are made for management on how to improve the LMX of supervisors and subordinates, especially on enhancing their work-related interaction in order to produce higher-level employee outcomes. Finally limitations of this study using cross-sectional data are discussed and suggestions are made for future research.

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