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Kirkman, B., & Law, K. A. (2005). International management research in AMJ: Our past, present and future. Academy of Management Journal, 48, 377-386. doi:10.5465/AMJ.2005.17407902 Kiwi Careers. (2011). Labour market situation-September 2011. Retrieved from http://www2.careers.govt.nz/jobs-database/whats-happening-in-the-jobmarket/labour-market-situation/ Kruml, S. M., & Geddes, D. (2000). Exploring the dimensions of emotional labor. Management Communication Quarterly, 14(1), 8 - 49. doi:10.1177/0893318900141002 Lam, T. (2003). Leader-member exchange and team-member exchange: The roles of moderators in new employee socialization. Journal of Hospitality & Tourism Research, 27(1), 48-68. doi:10.1177/1096348002238880 Lashley, C. (2000). Towards a theoretical understanding. In C. Lashley & A. Morrison (Eds.), In Search of Hospitality: Theoretical Perspectives and Debates (pp. 1- 16). Oxford: Butterworth Heinemann. Lee, H. R., Murrmann, S. K., Murrmann, K. F., & Kim, K. (2010). Organizational justice as a mediator of the relationship between leader-member exchange and job turnover intentions. Journal of Hospitality Marketing and Management, 19(2), 97-114. doi:10.1080/19368620903455237 Lee, K., Allen, N. J., Meyer, J. P., & Rhee, K.-Y. (2001). The Three-Component Model of Organisational Commitment: An Application to South Korea. Applied Psychology, 50(4), 596-614. doi:10.1111/1464-0597.00075 Lester, S. W., Turnley, W. H., Bloodgood, J. M., & Bolino, M. C. (2002). Not seeing eye to eye: Differences in supervisor and subordinate perceptions of and attributions for psychological contract breach. Journal of Organizational Behavior, 23, 39-56. doi:10.1002/job.126 Li, X., Sanders, K., & Frenkel, S. (2012). How leader–member exchange, work engagement and HRM consistency explain Chinese luxury hotel employees’ job performance. International Journal of Hospitality Management(0). doi:10.1016/j.ijhm.2012.01.002 Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. Research in Personnel and Human Resources Management, 15, 47 - 119. Lord, R., Brown, D., & Harvey, J. (2001). System constraints on leadership perceptions, behavior and influence: An example of connectionist level processes. In M. Hogg & R. Tindale (Eds.), Blackwell Handbook of Social Psychology: Group Processes (pp. 283 - 310). Oxford, UK: Blackwell. 115
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Page 1 and 2:
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
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English (Manjunath & Kurian, 2009).
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and a Participant Information Sheet
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3.8.1.2 Support for the Difference
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dependent or independent (Székely
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CHAPTER 4 - RESULTS The research in
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1. Gender: Lodging: All of the 161
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are marginally more experienced wit
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Table 9: Industry Experience of Sub
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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 and 108: findings suggest that behaviours re
Page 109 and 110: agreement with the organisational c
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: Kara, D. (2012). Organisational com
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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