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Wilhelm, Herd, and Steiner (1993) investigated the relationship between LMX and the employees’ organisational outcomes using 141 supervisor-subordinate dyads. The participants were from manufacturing establishments. The research established that LMX had a negative relationship with employees’ turnover intentions. Subsequent research has also established the LMX to be significant and negatively related to the employee’s turnover intentions (Ansari et al., 2008; Bauer et al., 2006). Psychological contract theory explores the mutual beliefs, perceptions and informal obligations between employees and management (Tomprou, Nikolaou, & Vakola, 2012). According to this theory employees show greater job satisfaction and commitment when their job expectations are met and lowest when their expectations are violated (Rousseau, 1995). Further, if the dyads perceive the relationship as mutual, employees show a higher degree of satisfaction (Gerstner & Day, 1997). Employee satisfaction is found to be negatively related to employee turnover intentions and positively related to the organisational commitment (Aydogdu & Asikgil, 2011). Empirical evidence also supports the view that LMX is negatively related to turnover intent (Bauer et al., 2006; Sparrowe, 1994; Vecchio, 1998). It is perceived that higher levels of communication between supervisors and subordinates reduce turnover intentions of subordinates (e.g. Minsky, 2002). This observation was supported by Macky and Boxall (2007) who found high work performance practices, such as effective communication and organisational support, increased job satisfaction, and thereby reduced employee turnover intentions. Further, Minsky (2002) noted that higher levels of communication can reinforce higher agreement between individuals. The study relates this prediction to the social identity theory which states that, when subordinates perceive they are members of the same 33
group, they will regard themselves as similar to one other and may develop shared beliefs and values, and these values garner better agreement between individuals (Hogg, 2006). Better communication fosters the chances for similar perceptions among the groups. This is because when subordinates communicate freely with their supervisors, there is a reduction in subordinates’ sense of discrepancy, unmet expectations or anxiety (Minsky, 2002). From the above discussion it could be surmised that high LMX levels foster employees’ job satisfaction and thereby reduce employees’ turnover intentions. Further, stronger LMX agreement results in higher job satisfaction among the employees. Therefore it is believed that strong LMX agreement reduces turnover intentions of the subordinates. Hypothesis 2 LMX agreement between supervisors and subordinates is negatively related to the subordinates’ turnover intent. The stronger the LMX agreement between the supervisor and subordinate, the weaker the subordinate’s intention will be to quit the organisation. Figure 1 depicts a conceptual framework of this study. It is hypothesised that the focal construct, LMX agreement, has a positive relationship with organisational commitment and a negative relationship with turnover intent. 34
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 and 16: 1.2 Research Objective This study d
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: poor working conditions and unsatis
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
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
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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
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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
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
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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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