Effects of perceptions on LMX and work performance: Effects of supervisors’ perception of subordinates’ emotional intelligence and subordinates’ perception of trust in the supervisor on LMX and, consequently, performance

There are few studies on how the perception of supervisors by their subordinates contributes to high-quality leader-member exchange (LMX). We thus propose that the trust perception of supervisors by their subordinates can help explain the development of high-quality LMX. Furthermore, the trust perception may interact with supervisor-rated emotional intelligence to influence the quality of LMX, and, consequently, work performance. Using a longitudinal study on a sample of 285 supervisor-subordinate dyads from a manufacturing firm in China, we found that (1) supervisor-rated emotional intelligence of subordinates (Time 1) positively predicts the quality of LMX (Time 2); (2) this relationship is stronger when subordinates highly trust their supervisors (Time 1); (3) LMX (Time 2) positively predicts work performance (Time 3); and (4) LMX (Time 2) fully mediates the interactive effect of emotional intelligence (Time 1) and trust in the supervisor (Time 1) on work performance (Time 3).     

Perceptions of organizational context and job attitudes: The mediating effect of organizational identification

Informed by social exchange theory and social identity theory, we developed a conceptual model that examines the mediating role of organizational identification in the relationship between employees’ perceptions of organizational context and their job attitudes. In our model, the antecedents include perceived organizational support (POS), procedural justice, and perceived job insecurity. The outcome variables consist of affective organizational commitment, job satisfaction, and intentions to leave. Our respondents were 591 workers employed in three different firms in China. The results of regression analyses showed that employees’ job attitudes are affected by their perceptions of organizational context and organizational identification. Further, organizational identification was found to mediate the effects of POS on the outcome variables.     

Union Influence on Local Union Leaders' Perceptions of Job Insecurity: An Empirical Test

Although recent studies have demonstrated that union workers value job security, little research exists about what causes these perceptions and how unions might affect them. In this study, a job insecurity measure is developed and analysed using a sample of union members. The results indicate that the relationships between union variables and individual perceptions of insecurity depend on the organizational level at which threats occur (e.g. arbitrary supervision or organizational decline). Furthermore, for higher source-level threats, union members are often sensitive to the wage-employment trade-off in that, if they perceive their union to effectively raise wages, they have higher levels of job insecurity. However, work rules do not appear to have much effect on reducing job insecurity perceptions.     

Emotional stability: A new construct and its implications for individual behavior in organizations

Despite being generally well studied, emotional stability (ES) has not yet been widely accepted as a satisfactory and solidly valid theoretical construct. Without a clearly defined and validated construct, it is difficult to infer what ES means for the behavior and decisions of individuals as well as the performance of groups and organizations. Based on self-organization theory, this study infers a two dimensional construct for ES (threshold and recovery) under the framework of dynamic change and complexity. Two studies were conducted in China to develop and examine the construct of ES in an organizational context. The psychometric examination indicated that the newly developed construct of ES has discriminant and convergent validity with respect to different though related constructs such as the Big Five personality model and emotional intelligence (EI). It also demonstrates incremental validity in predicting group leadership, job satisfaction, job self-efficacy, and commitment. The findings also demonstrate that ES moderates the relationship between individual commitment and group relationship conflict. The results indicate that self-ratings effectively reflect the theoretical construct, whereas peer ratings and supervisor ratings create different biases. Additional theory, empirical, and methodological contributions are also discussed.     

Are culturally intelligent professionals more committed to organizations? Examining Chinese expatriation in Belt & Road Countries

The main purpose of this study is to explore the relationships between cultural intelligence (CQ) and organizational commitment in Belt & Road area, with critical consideration given to the moderating effect of cultural distance (CD) on the commensurate relationships. We examined a dataset of 390 international professionals on Chinese cross-border projects in Belt & Road countries. Findings indicate that cognitive CQ has an inverted U-shaped relationship with organizational commitment, while motivational CQ has a positive linear relationship with organizational commitment, and cultural distance moderates the relationships between CQ and commitment such that negative or positive moderation occur contingent on whether the optimal CQ level is reached. Our results suggest the need for identifying an inflection point of individuals’ CQ level to differentiate between the increasing and decreasing trend of organizational commitment in view of the effect of cultural distance. This may help enabling multinationals to leverage expatriates with different levels of CQ to stay committed in multi-cultural environments along the Belt & Road countries.

     

Psychological contract breach's antecedents and outcomes in salespeople: The roles of psychological climate,job attitudes,and turnover intention

Salespeople develop expectations of their organization based on actual and perceived promises. When the organization does not fulfill these promises, psychological contract breach occurs. This study investigates the association between psychological climate aspects, psychological contract breach, job attitudes (job satisfaction and organizational commitment), and turnover intention in salespeople. Using a sample of 308 respondents, results indicate that (1) psychological climate dimensions of autonomy, involvement, performance feedback, and clarity of organizational goals affect psychological contract breach, (2) psychological contract breach mediates the impact of autonomy, involvement, performance feedback, and clarity of organizational goals on job attitudes, and (3) job attitudes mediate the impact of psychological contract breach on turnover intention. Findings support psychological contract breach as a critical framework for understanding salesperson–employer relationships.     

领导成员交换对主管评估行为的影响研究

近年来,评估者行为成为绩效评估研究领域的新焦点,它会受到自身动机/ 特征、受评者特征、评估者与受评者二元关系、组织评估制度等多方面因素的影响。本文设定主管为评估者,选择评估者与受评者二元关系中的领导成员交换（LMX）作为主要研究变量,探究LMX 与主管评估行为之间的关系。通过231 份有效问卷数据统计结果发现,LMX 显著正向影响主管宽大评估行为,LMX 水平越高,评估结果越趋向宽大;反之LMX 显著负向影响主管准确评估行为,LMX 水平越低,评估结果越趋向准确。在研究中引入管理性评估目的作为调节变量,当处于低情境下的绩效评估管理性目的时,LMX 对主管评估行为影响与主效应保持一致,但处于高情境下的绩效评估管理目的时,无论LMX 水平高低与否,主管都会趋向采取准确评估行为。     

Organizational‐Level Gender Dissimilarity and Employee Commitment

This study explores the extent to which gender dissimilarity in the workplace affects employees' commitment to their organization, using data from the British (1998) Workplace Employee Relations Survey. The results showed that the effects of organizational‐level gender dissimilarity on organizational commitment were more complex than has commonly been assumed in the literature. The relationship between organizational‐level gender dissimilarity and employee commitment was U‐shaped for women whereas it was not significant for men. The relationship was moderated by the respondents' status as measured by their level of pay. For men, the relationship between gender dissimilarity and commitment was negative for high‐paid individuals but not for low‐paid ones, while for women the U‐shaped relationship was weaker for high‐paid individuals than for low‐paid individuals.     

Proactive and politically skilled professionals: What is the relationship with affective occupational commitment?

The aim of this study is to extend research on employee affective commitment in three ways: (1) instead of organizational commitment the focus is on occupational commitment; (2) the role of proactive personality on affective occupational commitment is examined; and (3) occupational satisfaction is examined as a mediator and political skills as moderator in the relationship between proactive personality and affective occupational commitment. Two connected studies, one in a hospital located in the private sector and one in a university located in the public sector, are carried out in Pakistan, drawing on a total sample of over 400 employees. The results show that proactive personality is positively related to affective occupational commitment, and that occupational satisfaction partly mediates the relationship between proactive personality and affective occupational commitment. No effect is found for a moderator effect of political skills in the relationship between proactive personality and affective occupational commitment. Political skills however moderate the relationship between proactive personality and affective organizational commitment.     

Currencies of exchange and global LMX: How they affect employee task performance and extra-role performance

Two studies are presented in this research to integrate the unidimensional and multidimensional perspective of leader-member exchange (LMX). We posit that the dimensions of multidimensional LMX (LMX-MDM) are the exchange currencies of global LMX and investigate their joint effects on task performance and extra-role behaviors of employees. The results from Study One indicate that the affect, loyalty, contribution, and professional respect dimension of LMX-MDM influence overall level of leader-member relationship quality, and global LMX is positively related to task performance as well as organizational citizenship behaviors (OCB). Study Two partially replicates the results in Study One and demonstrates that global LMX is also associated with contextual performance of employees. Limitations and future research on LMX are discussed.     

组织支持感与组织承诺——基于职业成长与组织公平的研究

本文以25个省份400名员工为样本,从员工感知角度评价组织支持对组织承诺的影响,并引入职业成长和组织公平作为中介变量和调节变量构建研究模型。实证结果表明：组织支持感直接对组织承诺产生显著正向影响;职业成长在组织支持感与组织承诺之间起到部分中介作用。深入研究显示,组织公平在组织支持感与职业成长及组织支持感与组织承诺之间均发挥调节效应,且在组织支持感与职业成长之间的调节效应更显著。研究结论对提高组织支持有效性、促进员工职业成长、维持员工内心公平有重要意义。     

Building commitment in buyer-seller relationships: A tie strength perspective

The strength of inter firm buyer-seller ties is vital to understanding the formation of commitment. Drawing upon the tie strength sociology and embeddedness literature, this study conceptualizes four dimensions of tie strength and examines their effects on the buyer firm's commitment to the selling firm, as well as the impact of commitment on favorable buyer behavior. A survey of 119 buyer organizations reveals that three of the four identified properties of tie strength (reciprocal services, mutual confiding and emotional intensity) are positively related to buyer commitment to the selling organization. Interestingly, the strongest relationship was found between emotional intensity and commitment — an understudied dimension of buyer-seller relationships. This study contributes to the B2B relationship marketing literature by increasing our understanding of the differential effects of behavioral and emotional aspects of ties on commitment. The study suggests to managers in manufacturing firms to develop strong behavioral and emotional ties with buyer firms in their relationship marketing strategy.     

Chinese firms’ sustainable development—The role of future orientation,environmental commitment,and employee training

In this research, we study the issues of corporate sustainable development in China. Based on relevant research, we propose a theoretical model showing the relationship among business environmental commitment, cultural value, employee training, and firm performance of sustainable development. It is argued that a cultural value (i.e., organizational future orientation) should be a key antecedent predicting business environmental commitment. On the other hand, a firm’s sustainable performance, such as performance in environmental protection, should be a major consequence of its business environmental commitment. Moreover, the relationship between business environmental commitment and sustainable performance can be moderated positively by the level of employee training. Other conditions being equal, the better the employee training is, the stronger the relationship between business environmental commitment and sustainable development performance. Testing the relevant hypotheses in China, we find evidence supporting our model proposed in this paper. We conclude with a discussion on the implications of our findings for academic researchers and practitioners.     

Monitoring what and how: psychological implications of electronic performance monitoring

Implementing electronic performance monitoring in the workplace might improve the efficiency and quality of employee data that are collected. These intended benefits might be discounted or even eliminated if employees have a negative reaction to the monitoring process. The goal of this exploratory study was therefore to investigate which electronic performance monitoring techniques and monitoring characteristics are associated with negative employee reactions using survey responses from 190 student workers. Results showed that close performance monitoring (via cameras, data entry, chat and phone recording) had significant negative effects on job attitudes such as job satisfaction and affective commitment. Similar effects were observed for employee self‐efficacy and perceived control. Attitudes were furthermore negatively impacted when the monitoring was focused on individuals and unpredictable, which also reduced organisational citizenship behaviour while continuous monitoring reduced self‐efficacy. These findings suggest that the benefits of close monitoring may be overshadowed by negative employee reactions.     

Supportiveness of Organizational Climate, Market Orientation, and New Product Performance in Chinese Firms

Most knowledge development efforts in new product development have focused on Western economies and companies. However, due to its size, rapid growth rate, and market reforms, China has emerged as an important new context for new product development. Unfortunately, current understanding of the factors associated with new product success in China remains limited. We address this knowledge gap using mixed methods. First, we conducted 19 in‐depth interviews with managers involved in new product development in 11 different Chinese firms. The qualitative fieldwork indicated that firm behaviors and employee perceptions consistent with the phenomena of market orientation and the supportiveness of organizational climate both are viewed as important drivers of the new product performance of Chinese firms. Drawing on the marketing, management, and new product development literature this study develops a hypothetical model linking market orientation, supportiveness of organizational climate, and firms' new product performance. Direct relationships are hypothesized between both market orientation and supportiveness of organizational climate and firms' new product performance, as well as a relationship between supportiveness of organizational climate and market orientation. Data to test the hypothetical model were collected via an on‐site administered questionnaire from 110 manufacturing firms in China. The hypothesized relationships are tested using structural equation modeling. Results indicate a positive direct relationship of market orientation on firms' new product performance, with an indirect positive effect of supportiveness of organizational climate via its impact on market orientation. However, no support is found for a direct relationship between the supportiveness of a firm's organizational climate and its new product performance. These findings are consistent with resource‐based view theory propositions in the marketing literature indicating that market orientation is a valuable, nonsubstitutable, and inimitable resource and with similar propositions in the management literature concerning organizational culture. However, this study's findings also indicate that in contrast to a number of organizational culture theory propositions and empirical findings in some consumer service industries, the impact of organizational climate on firm performance in a new product context is indirect via the firm's generation, dissemination, and responsiveness to market intelligence. These results suggest that an effort to improve firms' new product performance by enhancing the flow and utilization of market intelligence is an appropriate allocation of resources. Further, this study's findings indicate that managers should direct at least some of their efforts to enhance a firm's market orientation at improving employee perceptions of the supportiveness of the firm's management and of their peers. This study indicates a need for further research concerning the role of different dimensions of organizational climate in firms' new product processes.     

The Role of Trustworthiness in Maintaining Employee Commitment During Restructuring in China

The influence of competency- and affect-based attributions of managerial trustworthiness on employee commitment during restructuring is investigated within a large telecommunications firm in greater China. It was found that competency-based attributions are positively related to employees' value commitment, whereas affect-based attributions are positively related to employees' continuance commitment (i.e., the propensity to maintain employment). Attributions of trustworthiness were also found to interact with perceptions of uncertainty associated with restructuring. Although no interaction effects were found for continuance commitment, three moderating effects involving trustworthiness attributions were observed between uncertainty and value commitment. Generally speaking, these moderating influences of trustworthiness tended to attenuate the influences of uncertainties on commitment. Overall, the relationships between uncertainties associated with restructuring and organizational commitment were negative with the exception of uncertainty about the restructuring effort itself, which was positively related to continuance commitment.     

Employee Mobility and Interfirm Relationship Transfer: Evidence from the Mobility and Client Attachments of United States Federal Lobbyists, 1998–2014

Research summary : Employee mobility can erode competitive advantage by facilitating interfirm knowledge and relationship transfer. This study investigates the latter and identifies factors that influence the likelihood of its occurrence. Using a novel database that tracks the employment and client attachments of U.S. federal lobbyists, I show that repeated exchange with employees (firms) increases (decreases) the likelihood clients follow employees who switch firms. Structurally, multiplexity reduces the likelihood of client transfer and weakens the effect of employee–client repeated exchange, with the multiplexity effect strongest when team members have specialized expertise. By examining the main and interactive effects of repeated exchange, multiplexity, and specialized human capital, this study extends prior work by demonstrating how individual, organizational, and structural relationship characteristics affect client transfer and retention ex‐post employee mobility . Managerial summary : When do clients follow employees who switch firms? What can firms do to guard against it? These questions are important in service‐based industries where clients may become loyal to individual employees within the firm rather than to the firm itself. This study provides evidence that helps practicing managers: (a) identify which clients are most at risk of defecting if employees exit, and (b) structure relationships in ways that mitigate the likelihood that employee exit results in client loss. Findings suggest that a client is more likely to defect when she has extensive history working with the exiting employee, particularly if the employee was the sole link between the client and firm. Managers, however, can reduce the risk of client loss following employee exit by structuring relationships so that clients work with teams of employees rather than exclusively with an individual and by increasing the degree of specialization within these teams . Copyright © 2017 John Wiley & Sons, Ltd.     

A model depicting the relations among perceived stressors,role conflict and organizational commitment: A comparative analysis of Hong Kong and the United States

As managers and employees from different cultures begin to encounter one another in the workplace, the need arises to understand how organizational variables relate differentially based on one's culture. This study attempts to provide a preliminary examination of the relationship between stressors, sources of conflict and job commitment across two differing cultures, specifically the United States and Hong Kong. Although more similarities than differences between the two cultures were found, this study provides at least preliminary evidence that members of different cultures may perceive some stressors differently and exhibit different relationships between stressors and work attitudes.     

Motivational antecedents of leader-member exchange differentiation: Evidence from South Korea

Researchers have focused on the group-level leader-member exchange (LMX) differentiation in order to develop a more comprehensive view of within-group variability of LMX. Although the group-level LMX differentiation has been thought to have significant impacts on both individual and group outcomes, we know little about what makes leaders have differential relationships with their members. Drawing on both motives theory and interpersonal interaction theory, we examined the antecedents of LMX differentiation in a sample of 94 group leaders and 553 members of design companies in South Korea. Results indicated that whereas leaders high in affiliation motives had less differential relationships, leaders high in power motives had more differential relationships. We also found that the negative relationship between leaders’ affiliation motives and LMX differentiation was stronger when members’ affiliation and power motives were higher. Theoretical and practical implications are discussed.     

Is Job Insecurity Higher in Leveraged Buyouts?

This article assesses whether job insecurity is higher in leveraged buyouts (LBOs) than elsewhere. It draws on matched employer‐employee data from the British 2011 Workplace Employment Relations Study linked to data from the Centre for Management Buyout Research. The analysis finds no consistent evidence of higher job insecurity in LBOs as measured by workforce reduction practices (redundancy rates, job security/no‐compulsory redundancies policies and redundancy consultation), dismissal rates, labour use practices (non‐permanent employment contracts and outsourcing) and employees’ job security perceptions. Job insecurity is no higher in either current or former LBOs than elsewhere. Contrary to what might be expected, it is also no higher in private equity (PE)‐backed LBOs, management buy‐ins or high‐debt LBOs and there is only partial and weak evidence of higher job insecurity in short‐hold LBOs. Job insecurity is also no higher in perfect storm LBOs (PE‐backed management buy‐ins that are short‐holds with high‐debt). Concerns over the negative implications of LBOs for job security thus appear misplaced.