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in this research managed these ethical risks. The researcher first approached employee participants and asked them to complete their questionnaires and identify their supervisors. The researcher then approached the respective supervisors for participation in the research. Thus, by starting the procedures from the bottom of the hierarchy and moving up the ladder, this research minimised the potential risks related to power differences. The research procedures allowed participants to disclose their names, but the responses of participants were held confidentially by the researcher and not disclosed to other participants or elsewhere. Further, since this research was across various hospitality institutions, only an aggregated summary of results is presented, so there is no possibility of individual identification. Thus, all possible risks were mitigated. 53
CHAPTER 4 - RESULTS The research instruments and the data collection procedures were explained in the previous chapter. In the first sections of this chapter, a summary of the research protocol is provided. This chapter then presents the results of the research analyses in a tabulated manner. Though observations from the tables are highlighted in this chapter, a detailed discussion of the same along with research implications are explained in the next chapter. The study was carried out among Indian hospitality employees, using sixteen hospitality establishments. The questionnaires had items pertaining to LMX, organisational commitment and turnover intent. Data were first collected from the subordinates before their respective supervisors were approached for the research purposes. The data collected from the two groups were matched by the researcher with the names of the subordinates and supervisors written in their respective consent forms. The response rate for the present study among the subordinates was 85.36 % and that among the supervisors was 100 %. This response rate was higher than predominant LMX agreement and other LMX research which uses mailing techniques for data collection. (e.g.Cogliser et al., 2009; Kacmar, Harris, Carlson, & Zivnuska, 2009; Kim et al., 2010a; Wilhelm et al., 1993). From the data collected, after omitting those with larger missing fields, a total of 315 meaningful dyads were obtained. An analysis of the participants shows that 37.5 % of 54
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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
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 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: dependent or independent (Székely
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 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
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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., &
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Harris, M. M., & Schaubroeck, J. (1
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Kara, D. (2012). Organisational com
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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
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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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