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Leader-member exchange, employee performance, and work outcomes: an empirical study in the Chinese context

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dc.contributor.authorWang, Hui
dc.contributor.authorLaw, Kenneth S.
dc.contributor.authorChen, Zhen (George)
dc.date.accessioned2015-12-07T22:48:51Z
dc.date.issued2008
dc.date.updated2016-02-24T10:28:12Z
dc.description.abstractIn this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed.
dc.identifier.issn0958-5192
dc.identifier.urihttp://hdl.handle.net/1885/26515
dc.publisherRoutledge, Taylor & Francis Group
dc.sourceThe International Journal of Human Resource Management
dc.subjectKeywords: Contextual performance; Intention to quit; Leader-member exchange; Promotability; Task performance
dc.titleLeader-member exchange, employee performance, and work outcomes: an empirical study in the Chinese context
dc.typeJournal article
local.bibliographicCitation.issue10
local.bibliographicCitation.lastpage1824
local.bibliographicCitation.startpage1809
local.contributor.affiliationWang, Hui, Peking University
local.contributor.affiliationLaw, Kenneth S., Chinese University of Hong Kong
local.contributor.affiliationChen, Zhen (George), College of Business and Economics, ANU
local.contributor.authoruidChen, Zhen (George), u4337832
local.description.embargo2037-12-31
local.description.notesImported from ARIES
local.identifier.absfor150311 - Organisational Behaviour
local.identifier.ariespublicationu4024396xPUB45
local.identifier.citationvolume19
local.identifier.doi10.1080/09585190802323926
local.identifier.scopusID2-s2.0-56349087959
local.identifier.thomsonID000260818400003
local.type.statusPublished Version

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