中国企业背景下领导成员交换与员工-组织关系之间的关系研究

从组织角度出发，分析并论证了在中国企业背景下四种不同类型的员工一组织关系模式的定义、特点以及不同模式之间的差异。同时分析并论证了领导成员交换对组织内部员工组织关系的形成所产生的作用和影响。本文以400名中国企业员工为样本，本文的验证结果表明：不同的员工组织关系可以按照组织投入和组织对员工的期望贡献两个不同的维度进行划分，其中，相互投入型员工组织关系在组织投入和期望贡献两个维度上得分最高，工作契约型员工-组织关系在组织投入和期望贡献两个维度上得分最低；领导成员交换对相互投入型员工-组织关系有显著的正向影响作用，对工作契约型员工-组织关系有显著的负向影响作用。最后，根据研究结果，分析和总结了本文研究结果的理论意义和实践意义。

Research on the relationship between leader member exchange and employee-organization under the context of Chinese Enterprises

The current study investigated the definitions, features, and distinctions among the four types of employee-organization relationships （EOR） in a setting of Chinese organization. In addition, we explored leader-member exchange （LMX） as an antecedent to EOR. Based on a sample of 400 Chinese employees, we found EOR could be categorized into two dimensions： organizational commitment and organizational expectation on the focal employee. Among these, the mutual investment type of EOR scores higher on both dimensions and economic exchange type of EOR scores lower on both dimensions. Moreover, LMX exerted positive effect on the mutual investment type of EOR and negative impacts on the economic exchange type of EOR. Finally, based on these findings, we discuss our theoretical and practical implications.