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3. The results of this study may be used by operational and human resource managers to understand the supervisor-subordinate relationship generally, and further aid in planning training sessions for their employees. 4. As a frontier study to analyse the relationship of LMX agreement with subordinate’s work outcomes in two different scenarios (supervisor LMX higher than subordinate LMX, supervisor LMX lower than subordinate LMX), this research may help operational managers understand the importance of the work relationship between supervisory and non-supervisory employees and organise training or counselling sessions accordingly. 1.4 Structure of the Thesis This chapter introduces a framework of the study including problem statement, objective of the study, research questions and significance of the research to the theory and practice. In the next chapter, a comprehensive discussion of the extant literature with respect to the particular characteristics of the hospitality industry, LMX agreement, organisational commitment and turnover intent is presented. Chapter Three discusses research methods in terms of sampling, data collection, research instruments and the ethical consideration of this study. Chapter Four presents the tabulated and narrative results of this research, and the final chapter discusses the research implications based on the findings and limitations of the study, along with recommendations for future research. 5
1.5 Definitions of Key Terms Leader Member Exchange (LMX) Martin, Epitropaki, Thomas and Topakas (2010) define leader-member exchange (LMX) theory as a leadership theory that focuses on the ‘two-way relationship’ between the leader and the follower and believes that leadership occurs through an effective relationship development of the individuals. LMX Agreement LMX agreement is the level of congruence between the perception of the supervisor and the subordinate towards their relationship. LMX agreement exists when both sides of the vertical dyad portray the nature of the relationship in the same way (Minsky, 2002). Organisation Commitment The degree of involvement of the employees in the organisation is called “Employee Organisation Commitment” (Allen & Meyer, 1990). Turnover Intent Turnover intent is defined as “the probability that an individual will change his or her job within a certain time period” (Sousa-Poza & Henneberger, 2002, p. 1). 6
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 and 14: Several leadership theories can be
Page 15: 1.2 Research Objective This study d
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
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BLS. (2011). Job openings and labor
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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)
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Pellegrini, E. K., Scandura, T. A.,
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Sin, H. P., Nahrgang, J. D., & Morg
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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:
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Appendix 5: Participant Information
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How do I agree to participate in th
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