Investigating the Moderating Effects of Leader-Member Exchange in the Psychological Contract Breach-Employee Performance Relationship: A Test of Two Competing Perspectives
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Restubog, Simon; Bordia, Prashant; Tang, Robert L.; Krebs, Scott A
Description
Leader-member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high-quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high...[Show more]
dc.contributor.author | Restubog, Simon | |
---|---|---|
dc.contributor.author | Bordia, Prashant | |
dc.contributor.author | Tang, Robert L. | |
dc.contributor.author | Krebs, Scott A | |
dc.date.accessioned | 2015-12-08T22:37:23Z | |
dc.identifier.issn | 1045-3172 | |
dc.identifier.uri | http://hdl.handle.net/1885/35500 | |
dc.description.abstract | Leader-member exchange (LMX) has been characterized as a form of social support capable of buffering the effects of negative work experiences. However, employees with high-quality relationships with leaders in the organization may have stronger negative reactions when psychological contracts are breached. Thus, while a social support perspective would suggest that LMX minimizes the adverse impact of psychological contract breach on employee performance, a betrayal perspective proposes that high LMX would aggravate the negative effects. Using cross-sectional and longitudinal research designs, results across three samples provided support for the betrayal perspective. That is, breach had a stronger negative relationship with organizational citizenship behaviours and in-role performance under conditions of high LMX. Implications of these results and future research directions are discussed. | |
dc.publisher | Blackwell Publishing Ltd | |
dc.source | British Journal of Management | |
dc.title | Investigating the Moderating Effects of Leader-Member Exchange in the Psychological Contract Breach-Employee Performance Relationship: A Test of Two Competing Perspectives | |
dc.type | Journal article | |
local.description.notes | Imported from ARIES | |
local.identifier.citationvolume | 21 | |
dc.date.issued | 2010 | |
local.identifier.absfor | 150311 - Organisational Behaviour | |
local.identifier.ariespublication | u4024396xPUB125 | |
local.type.status | Published Version | |
local.contributor.affiliation | Restubog, Simon, College of Business and Economics, ANU | |
local.contributor.affiliation | Bordia, Prashant, College of Business and Economics, ANU | |
local.contributor.affiliation | Tang, Robert L., De La Salle College of Saint Benilde | |
local.contributor.affiliation | Krebs, Scott A, University of Queensland | |
local.description.embargo | 2037-12-31 | |
local.bibliographicCitation.startpage | 422 | |
local.bibliographicCitation.lastpage | 437 | |
local.identifier.doi | 10.1111/j.1467-8551.2009.00673.x | |
local.identifier.absseo | 910402 - Management | |
dc.date.updated | 2015-12-08T09:58:35Z | |
local.identifier.scopusID | 2-s2.0-77954007476 | |
local.identifier.thomsonID | 000277619600012 | |
Collections | ANU Research Publications |
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