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turnover intent was not substantial but low (r = -.165, p < .01). However the
relationship between these factors was statistically significant at less than the 0.001
level (two-tailed). As a result, the second hypothesis, “LMX agreement between
supervisors and subordinates is negatively related to the subordinates’ turnover intent”,
was also supported.
5.2 Interpretation of Results
The research further analysed the hypotheses across various demographic sub-groups
to detect potential confounding effects on the research results. Overall, the findings of
the analyses suggest that demographic factors of the participants do not seem to have a
significant effect on the correlation values between LMX agreement, organisation
commitment and turnover intent. However, the relationship between LMX agreement
and organisation commitment is significantly higher in the groups of older
subordinates who have worked for a considerably longer period of time with the
current organisation but have less experience in the hospitality industry. This
relationship is also stronger in groups of young subordinates who are new to the
current organisation with less experience in their current position of being a supervisor
or a manager but with more collective experience in the hospitality industry. The
findings suggest a unique perspective: that subordinates with longer organisational
tenure tend to impress their supervisors who are comparatively new to the
organisation, by accepting their work demands more readily. This may be performed to
gain recognition of their new supervisor and thereby become in-group members of
their supervisors. It is evident that subordinates in higher LMX groups have greater job
security than those in lower LMX groups (Graen & Uhl-Bien, 1995). As a result, the
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