Measuring humane orientation of organizations through social exchange and organizational identification facilitation and control of burnout and intent to quit
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32 citations
"Measuring humane orientation of org..." refers background in this paper
...The employees therefore are not only likely to have less motivation and effectiveness but they are likely to react to higher job stress by feeling burnt-out; a common reaction to job stress (Ciftcioglu, 2011)....
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...The employees therefore are not only likely to have less motivation and effectiveness but they are likely to react to the higher job stress by feeling burnt-out, a common reaction to job stress (Ciftcioglu, 2011)....
[...]
...The employees therefore are not only likely to have less motivation and effectiveness but they are likely to react to the higher job stress by feeling burnt-out; a common reaction to job stress (Ciftcioglu, 2011)....
[...]
...The employees therefore are not only likely to have less motivation and effectiveness but they are likely to react to the higher job stress by feeling burnt-out; a common reaction to job stress (Ciftcioglu, 2011)....
[...]
31 citations
"Measuring humane orientation of org..." refers background in this paper
...Certainty derives its important from the confidence it gives in terms of how to behave and what to expect from a given social situation (Marks & Lockyer, 2005)....
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17 citations
"Measuring humane orientation of org..." refers background in this paper
...Therefore, those workers who experience high quality LMX are likely to have more positive perception of roles and have higher similarity to the supervisor (Jensen et al., 1997)....
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...Therefore, those workers who experience high quality LMX are likely to have a more positive perception of roles and have higher similarity to the supervisor (Jensen et al., 1997)....
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Frequently Asked Questions (9)
Q2. What are the variables considered as control variables for the purpose of this study?
Demographic variables of gender, marital status, educationlevel, and tenure have been considered as control variables for the purpose of this study.
Q3. What is the effect of a high-quality relationship with a leader?
a high-quality relationship with one’s leader can have a positive effect on performance and affective outcomes (Gerstner & Day, 1997).
Q4. What is the effect of LMX on the subordinate?
In relationships marked by high LMX quality, the increased support by the supervisor may help reduce uncertainty and ambiguity of the subordinate (Harris & Kacmar, 2006).
Q5. Why did the original scale have a high internal reliability?
Because the original scale is unidimensional and has high internal reliability, the use of shorter versions does not appear problematic (Rhoades & Eisenberger, 2002).
Q6. What is the importance of LMX in organizational outcomes?
social exchange research hasestablished importance of quality of leader-member exchange (LMX) for organizational outcomes but research on ‘how’ aspects of the association are still lacking (Ilies, Nahrgang, & Morgeson, 2007).
Q7. What is the effect of the person-organization fit on employees?
As the person-organization fit affects one’s experience of the job, it is therefore likely to affect burnout (Siegall & McDonald, 2004).
Q8. What is the significance of mediation analysis for LMX quality?
Statistics confirmed the significance of mediation analysis for OID mediating relation of LMX quality (z = -2.74, p=.006 for LMX as independent variable) and burnout.
Q9. What is the importance of turnover in the workplace?
Activities like induction and training of new personnel involve high costs thereby increasing the relevance of turnover (Siong, Mellor, Moore & Firth, 2006).