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A hypothetical situation was considered to address this concept: this was where a supervisor joins an Indian organisation with a couple of subordinate employees. These subordinates do not have much industry experience, are not task oriented, but have been working with the current organisation for a long time. In the situation when the new supervisor joins the organisation, these subordinates feel insecure about their job because they feel that this supervisor might expel them. They are confronted by the psychological situation of finding a new job. Since these subordinates do not have credible industry experience, they prefer to remain and work with the demands of the supervisor rather than confronting a difficult situation. This is done to impress the supervisor and thereby gaining false recognition. This situation was personally experienced by the researcher during his tenure in India. The researcher worked at a middle management level in the Indian hospitality industry, and has experienced subordinates influencing and creating false impression without being task- oriented. It should be noted that this situation of subordinates working to the needs of the supervisor may not be permanent once they have won the confidence of the supervisor. There is further a possibility that the subordinate perceives that the supervisor would accept his/her desires. As a result, this leads to a negative work environment. This research analysed the relationship between LMX agreement with organisational commitment and turnover intent in two different situations. These are situations when subordinates rated their LMX higher than their respective supervisors, and when supervisors rated their LMX higher than their respective subordinates. It is evident from the results that there was no significant difference in the relationship of the LMX 97
agreement with the organisational commitment and turnover intent across these groups. The results show that, though the staff and their supervisors have presented moderately high scores for their LMX (mean staff LMX = 5.8 and mean supervisor LMX = 5.34), the level of agreement is low (r = 0.154, p < 0.01).This may indicate a communication gap between staff and supervisors. Due to a lack of communication, staff may perceive that the supervisors rate their LMX similar to their rating. Similarly, supervisors may also perceive that their staff rate their LMX similar to their rating. The findings are similar to those of other LMX agreement studies where the importance of communication is highlighted. For example, Minsky (2002) suggested that communication feedback in LMX agreement is similar to same-way rating standards established in performance appraisal. The study further suggests that structured feedback would provide specific information to subordinates and supervisors regarding their expectation in the supervisor-subordinate relationship. Furthermore, the poor level of agreement may be attributed to supervisors and subordinates’ assumptions created by their previous experiences. These findings are similar to studies into cognitive leaderships and relationship schemas. For example, Ritter and Lord (2007) found that subordinates’ previous incidents and experiences play an important role in characterising their assumptions of present supervisors. Further. Huang et al. (2008) found higher LMX agreement, when similar levels of schematic assessments between supervisors and subordinates were established. Therefore, it can be perceived that low levels of LMX agreement may be due to lower levels of schematic assessments between supervisors and subordinates. 98
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An examination of the relationship
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3.2 Research Paradigms ............
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LIST OF TABLES Table 1: Measures of
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LIST OF FIGURES Figure 1: Conceptua
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ACKNOWLEDGEMENTS I take this opport
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employees and help human resource d
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Several leadership theories can be
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1.2 Research Objective This study d
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1.5 Definitions of Key Terms Leader
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2.2 Characteristics of the Hospital
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satisfaction, as employees have a v
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The theories that focus on follower
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Colquitt, Lepine and Wesson (2011)
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elationships with the organisation.
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In particular, Grestner and Day (19
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Martin, 2004; Kenney, Blascovich, &
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2.5.1.5 Egocentric bias Egocentric
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The foregoing sections reviewed the
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(1993)analysed the relationship bet
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etter organisational commitment whe
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Turnover is a topic of intense rese
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poor working conditions and unsatis
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group, they will regard themselves
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3.1 Introduction CHAPTER 3 - METHOD
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present study is consistent with a
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hospitality literature have been co
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Table 1: Measures of Subordinate LM
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Table 3: Measures of Turnover Inten
Page 57 and 58: English (Manjunath & Kurian, 2009).
Page 59 and 60: and a Participant Information Sheet
Page 61 and 62: 3.8.1.2 Support for the Difference
Page 63 and 64: dependent or independent (Székely
Page 65 and 66: CHAPTER 4 - RESULTS The research in
Page 67 and 68: 1. Gender: Lodging: All of the 161
Page 69 and 70: are marginally more experienced wit
Page 71 and 72: Table 9: Industry Experience of Sub
Page 73 and 74: Table 10: Job Function of Subordina
Page 75 and 76: Table 11: Hospitality Education of
Page 77 and 78: 4.1.2 Supervisors The supervisors w
Page 79 and 80: 3. Tenure: All supervisors from bot
Page 81 and 82: Table 16: Industrial Experience of
Page 83 and 84: experience among the supervisors in
Page 85 and 86: among these supervisors ranged from
Page 87 and 88: This hypothetical supervisor will h
Page 89 and 90: Figure 2: Scree Plot 78
Page 91 and 92: supervisor LMX score of each partic
Page 93 and 94: On the other hand, supervisor LMX i
Page 95 and 96: Table 26: Correlation Results when
Page 97 and 98: Table 29: Subordinate Tenure Fewer
Page 99 and 100: a moderate correlation (.322) betwe
Page 101 and 102: Table 33: Supervisor Industry Exper
Page 103 and 104: From the results presented in Table
Page 105 and 106: 5.1 Introduction CHAPTER 5 - DISCUS
Page 107: findings suggest that behaviours re
Page 111 and 112: In addition, the research used two
Page 113 and 114: commitment. It is evident that comm
Page 115 and 116: science study, where perceptions of
Page 117 and 118: REFERENCES Adler-Milstein, J., Sing
Page 119 and 120: BLS. (2011). Job openings and labor
Page 121 and 122: De Matos, C. A., Henrique, J. L., &
Page 123 and 124: Harris, M. M., & Schaubroeck, J. (1
Page 125 and 126: Kara, D. (2012). Organisational com
Page 127 and 128: Lord, R. G., & Emrich, C. G. (2001)
Page 129 and 130: Pellegrini, E. K., Scandura, T. A.,
Page 131 and 132: Sin, H. P., Nahrgang, J. D., & Morg
Page 133 and 134: Vecchio, R. P. (1998). Leader-membe
Page 135 and 136: Kindly complete the following quest
Page 137 and 138: Appendix 2: Supervisor Questionnair
Page 139 and 140: Appendix 3: Participant Information
Page 141 and 142: The only cost to you is your time:
Page 143 and 144: Appendix 5: Participant Information
Page 145 and 146: How do I agree to participate in th
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