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Grestner and Day (1997), while analysing the moderate correlation between supervisor-perceived LMX and subordinate-perceived LMX noted that “leader- member agreement should be examined as a relevant independent or dependent variable” (p.835). However, they did not offer any suggestion as to why agreement is expected or desired, nor why they consider agreement as a determinant for organisational outcomes. The level of LMX agreement in their study appears to be misunderstood, given that previous LMX studies mostly measured LMX quality from either the subordinate or the supervisor perspective. Minsky (2002), suggests that agreement between leaders and employees about their LMX relationship is a significant factor in arbitrating desired organisational and individual outcomes. Although some theorists value the significance of LMX agreement in determining organisational outcomes, only a few studies analysed these relationships empirically (e.g. Cogliser et al., 2009). Perhaps even more importantly, no research has investigated this relationship in the hospitality industry where the supervisor-subordinate relationship is of such critical significance to employee turnover. Furthermore, despite numerous calls for more research, India is an under- studied region for leadership research. Organisational researchers believe that there is still a dearth of academic research in the Indian hospitality and business environment generally (see Chhokar, 2007; Kirkman & Law, 2005; Pillai, Scandura, & Williams, 1999). It is therefore important to examine this phenomenon in the context of the Indian hospitality industry. 3
1.2 Research Objective This study determines how the LMX agreement between employees and their supervisors is related to the employees’ organisational commitment and intent to quit their jobs in the Indian hospitality industry. To accomplish the objectives above, this study examines the following research questions in the remaining chapters: 1. What is the direction and magnitude of the relationship between LMX agreement and organisational commitment in the Indian hospitality industry? 2. What is the direction and magnitude of the relationship between LMX agreement and turnover intent among Indian hospitality employees? 3. Are the relationships of LMX agreement with organisational commitment and turnover intent differently manifested across demographically different sub- groups? 1.3 Significance of the Study 1. By analysing LMX from the perspectives of supervisors and subordinates, results of this study can potentially mitigate problems arising from observing LMX from just one perspective (e.g. LMX differentiation, subordinates perceiving their relationship more favourably, perceived unfairness). 2. By being undertaken in the hospitality context, this study will contribute to the literature by providing a better understanding of LMX agreement and how it influences employees’ work outcomes such as organisational commitment and turnover intent. 4
Page 1 and 2: An examination of the relationship
Page 3 and 4: 3.2 Research Paradigms ............
Page 5 and 6: LIST OF TABLES Table 1: Measures of
Page 7 and 8: LIST OF FIGURES Figure 1: Conceptua
Page 9 and 10: ACKNOWLEDGEMENTS I take this opport
Page 11 and 12: employees and help human resource d
Page 13: Several leadership theories can be
Page 17 and 18: 1.5 Definitions of Key Terms Leader
Page 19 and 20: 2.2 Characteristics of the Hospital
Page 21 and 22: satisfaction, as employees have a v
Page 23 and 24: The theories that focus on follower
Page 25 and 26: Colquitt, Lepine and Wesson (2011)
Page 27 and 28: elationships with the organisation.
Page 29 and 30: In particular, Grestner and Day (19
Page 31 and 32: Martin, 2004; Kenney, Blascovich, &
Page 33 and 34: 2.5.1.5 Egocentric bias Egocentric
Page 35 and 36: The foregoing sections reviewed the
Page 37 and 38: (1993)analysed the relationship bet
Page 39 and 40: etter organisational commitment whe
Page 41 and 42: Turnover is a topic of intense rese
Page 43 and 44: poor working conditions and unsatis
Page 45 and 46: group, they will regard themselves
Page 47 and 48: 3.1 Introduction CHAPTER 3 - METHOD
Page 49 and 50: present study is consistent with a
Page 51 and 52: hospitality literature have been co
Page 53 and 54: Table 1: Measures of Subordinate LM
Page 55 and 56: 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
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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
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Table 11: Hospitality Education of
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4.1.2 Supervisors The supervisors w
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3. Tenure: All supervisors from bot
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Table 16: Industrial Experience of
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experience among the supervisors in
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among these supervisors ranged from
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This hypothetical supervisor will h
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Figure 2: Scree Plot 78
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supervisor LMX score of each partic
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On the other hand, supervisor LMX i
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Table 26: Correlation Results when
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Table 29: Subordinate Tenure Fewer
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a moderate correlation (.322) betwe
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Table 33: Supervisor Industry Exper
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From the results presented in Table
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5.1 Introduction CHAPTER 5 - DISCUS
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findings suggest that behaviours re
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agreement with the organisational c
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In addition, the research used two
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commitment. It is evident that comm
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science study, where perceptions of
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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
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Kindly complete the following quest
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Appendix 2: Supervisor Questionnair
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Appendix 3: Participant Information
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The only cost to you is your time:
Page 143 and 144:
Appendix 5: Participant Information
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How do I agree to participate in th
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