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Table 28: Subordinate Age Fewer than 27 years old: LMX Difference 1 LMX Difference AOC TI AOC -.346 ** 1 TI .057 -.298 ** 1 28 years old and more: LMX Difference 1 AOC -.411 ** 1 TI .159 -.350 ** 1 Note: ** Correlation is significant at the 0.01 level (2-tailed), Below 27 years: n=167, 28 years and above: n=148 The results of the bivariate correlation analysis conducted in the sub-group where subordinates’ age is fewer than 27 years are compared with those in which the subordinates’ age is 28 years old and more. The results presented in Table 28 reveal that in both the sub-groups the LMX difference is moderately correlated to subordinates’ organisational commitment, and there are no significant differences in the results. This implies that differences in subordinates’ age did not have any influence on the relationship between LMX agreement and subordinates’ organisational commitment. The correlations in both the sub-groups are significant at the 0.01 level (two-tailed). The results further displayed that LMX difference is not correlated to subordinates’ turnover intent among both the sub-groups. 85
Table 29: Subordinate Tenure Fewer than 4 years: LMX Difference 1 LMX Difference AOC TI AOC -.399 ** 1 TI .035 -.268 ** 1 4 years or more: LMX Difference 1 AOC -.400 ** 1 TI .345 ** -.477 ** 1 Note: ** Correlation is significant at the 0.01 level (2-tailed) Below 4 years: n= 195, 4.1 years and above: n = 120 The results of the bivariate correlation analysis conducted in the sub-group where subordinates’ organisational tenure are fewer than four years are compared with those where the subordinates’ organisational tenure are four years or more. The results presented in Table 29 reveal that in both the sub-groups the LMX difference is moderately correlated to subordinates’ organisational commitment, and there are no significant differences in the results. This suggests that differences in subordinates’ organisational tenure did not have any influence on the relationship between LMX agreement and subordinates’ organisational commitment. The correlations in both the sub-groups are significant at the 0.01 level (two-tailed). The results further indicate that LMX difference is not correlated to subordinate turnover intent among the subordinates who have worked fewer than four years in the present organisation. Furthermore, there is a moderate correlation (.345) between LMX difference and 86
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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
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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
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
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: Table 26: Correlation Results when
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 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
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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