ABSTRACT
The importance of the quality of leader member exchange (LMX) for workers' health and well-being is acknowledged in the literature, and empirical research addressing this issue is beginning to accumulate. However, recent reviews on this topic recommend making a greater effort to include time and boundary conditions in this relationship. The present study aims to analyze the effects of LMX on employees' well-being, and the moderating role of psychological climate, by means of a longitudinal study with a 12-month time lag. Data were obtained from 119 employees working in the Public Health Service . Results show that LMX had concurrent and lagged positive effects on well-being. Perceptions of higher levels of innovation climate increased the positive effects of LMX on well-being. Perceptions of higher levels of goals orientation decreased the positive effects of LMX on well-being. In practical terms, organizations must pay attention to the environment where LMX emerges in order to promote its positive effects or reduce its potential negative effects on workers' health.
A importância da qualidade do relação líder-liderado (leader member exchange - LMX) para a saúde e o bem-estar dos trabalhadores é reconhecida na literatura, e pesquisas empíricas que abordam essa questão estão começando a se acumular. No entanto, revisões recentes sobre este tópico recomendam fazer um esforço maior para incluir as condições de tempo e limites desta relação. O presente estudo tem como objetivo analisar os efeitos do LMX no bem-estar dos funcionários e o papel moderador do clima psicológico, por meio de um estudo longitudinal com 12 meses de distância. Os dados foram obtidos junto a 119 funcionários que atuam no Serviço Público de Saúde. Os resultados mostram que o LMX teve efeitos positivos simultâneos e díspares no bem-estar. As percepções de níveis mais elevados de clima de inovação aumentaram os efeitos positivos do LMX no bem-estar. Percepções de níveis mais elevados de orientação para metas diminuíram os efeitos positivos do LMX no bem-estar. Em termos práticos, as organizações devem prestar atenção ao ambiente onde o LMX emerge, a fim de promover seus efeitos positivos ou reduzir seus potenciais efeitos negativos na saúde dos trabalhadores.
La importancia de la calidad del intercambio de miembros líderes (leader member exchange - LMX) para la salud y el bienestar de los trabajadores se reconoce en la literatura, y la investigación empírica que aborda este tema está comenzando a acumularse. Sin embargo, revisiones recientes sobre este tema recomiendan hacer un mayor esfuerzo para incluir el tiempo y posibles factores condicionantes de dichas relaciones. El presente estudio tiene como objetivo analizar los efectos de LMX en el bienestar de los empleados y el papel modulador del clima psicológico, mediante un estudio longitudinal con un desfase de 12 meses. Los datos se obtuvieron de 119 empleados del Servicio de Salud Pública. Los resultados muestran que LMX tuvo efectos positivos simultáneos y diferidos sobre el bienestar. Las percepciones de niveles más altos de clima de innovación aumentaron los efectos positivos de LMX en el bienestar. Las percepciones de niveles más altos de orientación a metas disminuyeron los efectos positivos de LMX en el bienestar. En términos prácticos, las organizaciones deben prestar atención al entorno en el que surge LMX para promover sus efectos positivos o reducir sus posibles efectos negativos en la salud de los trabajadores.
ABSTRACT
PURPOSE: This study was done to investigate the relationships between nursing work environment, leader-member exchange(LMX), peer support, and organizational commitment in one city with a severe nurse shortage. METHODS: Participants were 198 nurses who had worked for more than 6 months with the same head nurse. They worked in five general hospitals located in one city. In April 2016 participants completed a survey questionnaire about their nursing work environment, LMX, peer support, and organizational commitment. Data were analyzed using descriptive statistics, t-test, ANOVA, Pearson correlation coefficient, and multiple regression. RESULTS: There was a significant difference in nursing work environment by experience of turnover (t=−2.58, p=.010). LMX showed significant difference by department (F=3.81, p=.011). Factors influencing nurses' organizational commitment were nurse participation in hospital affairs (β=.23, p=.028) and nurse manager ability, leadership and support (β=.18, p=.022). Explanatory power was 18.2% in the regression model. CONCLUSION: The results suggest that it is necessary to improve the nursing work environment in order to increase organizational commitment. Improvement of the nursing system should be considered along with supplementation of nurses particularly during a severe nurse shortage.
Subject(s)
Humans , Hospitals, General , Leadership , Nurse Administrators , Nursing , Nursing, Supervisory , Peer InfluenceABSTRACT
Objective@#To investigate the effect of leader-member exchange on nurses’sense of calling in workplace based on self-determination theory.@*Methods@#A total of 381 nurses were randomly selected from five tertiary general hospitals in Zhejiang province, China from October to December, 2016. They were subjected to a survey using the Leader-Member Exchange Scale, Job Autonomy Scale, Core Self-Evaluation Scale, and Calling Scale. The mediating effect was used to test the procedures and the data were subjected to hierarchical regression analysis.@*Results@#The leader-member exchange was positively correlated with job autonomy, core self-evaluation, and sense of calling (r=0.471, P<0.001; r=0.373, P<0.001; r=0.475, P<0.001) ; the leader-member exchange had a positive predictive effect on job autonomy and sense of calling (β= 0.47, P<0.001; β=0.48, P<0.001) ; the job autonomy had a partial mediating effect on the relationship between leader-member exchange and sense of calling (F=66.50, P<0.001) ; the core self-evaluation negatively adjusted the positive relationship between leader-member exchange and job autonomy (F=27.81, P<0.001) .@*Conclusion@#High-quality leader-member exchange enhances the sense of calling by improving staffs’ job autonomy and the core self-evaluation reduces the positive relationship between leader-member exchange and job autonomy.
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PURPOSE: This study was conducted to investigate factors affecting the job embeddedness of workers in the manufacturing industry. METHODS: The survey was conducted on 261 workers of the manufacturing industry in P city and Y city with the help of a structured self-report questionnaire, administered between June 10 and June 30, 2017. Data were analyzed using descriptive statistics, a t-test, ANOVA, a Scheffés test, Pearson's correlation coefficients, and stepwise multiple regression. RESULTS: There were significant differences in job embeddedness according to educational level, marital status, jobs and types of employment, satisfaction with salary, stress level, and the perceived health status of the subjects. There were significant positive correlations between role clarity of job demands (r=.45), leader member exchange (r=.48), recovery experience from job stress (r=.27), and job embeddedness. From the multiple regression analysis, the most significant factors affecting job embeddedness were found to be leader member exchange (β=.43), recovery experience from job stress (β=.22), and job demand (β=.15). These variables explained 35.0% of the total variance in job embeddedness. CONCLUSION: In order to increase job embeddedness of workers in the manufacturing industry, it is necessary to prepare measures to increase job demand, leader member exchange, and recovery experience from job stress.
Subject(s)
Employment , Marital Status , Recovery of Function , Salaries and Fringe BenefitsABSTRACT
Objective To explore the effect of organizational commitment and leader-member exchange on ethical decision-making in nurses. Methods 520 nurses were questionnaired by the Chinese Employees′ Organizational Commitment Scale,Leader-Member Exchange Scale and the Ethical Decision-making Scale. Results The total scores of organizational commitment and leader-member exchange and ethical decision-making in nurses were respectively (2.11 ± 0.39), (3.54 ± 0.51), (286.62 ± 20.14) points. Pearson correlation analysis showed that the scores of organizational commitment and leader-member exchange were positively correlated with ethical decision-making (r=0.352-0.464,P<0.05). Hierarchical regression analysis showed that leader-member exchange, opportunity commitment and affective commitment, economic commitment could explain 35.3%of the total variance of ethical decision-making in nurses. Conclusions The organizational commitment and leader-member exchange are the influencing factors of ethical decision-making in nurses.
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The objectives of the study were to investigate job burnout and leader-member exchange (LMX) levels as well as to evaluate buffering effects of LMX on burnout among dietitians and chefs at institutional foodservices. Hypotheses were proposed based on the Job Demands-Resources model and LMX theory. The study population consisted of dietitians and chefs who were in charge of managing unit operations in a nationwide contract management company. Positive/negative affectivity, workload, job burnout, and LMX scales that had been validated in previous research were adopted. A total of 552 questionnaires were distributed and 154 responses were returned. Results indicated that respondents' burnout levels were moderate and emotional exhaustion was greater than cynicism. In terms of LMX, the surveyed dietitians and chefs showed higher respect toward their supervisors than loyalty. When positive affectivity and negative affectivity were controlled, workload influenced emotional exhaustion and professional efficacy significantly. With affectivity and workload controlled, however, LMX did not influence any dimensions of burnout. The moderating effect of LMX on the relationship between workload and cynicism was significant. That is, the effect of workload on cynicism was weak if the dietitians and chefs perceived the relationship with their supervisor positively. Based on the findings and literature reviewed, how to mitigate job burnout among foodservice managers is discussed.