Open Access Subscription Access
Open Access Subscription Access
Employee Engagement and Relationship Quality Leading Performance
Job Attitudes and leader member relationship quality enhance individual and organizational outcomes. Organizations seek to increase the frequency of individual outcomes like employee performance. Job attitudes have been a well researched construct in the management literature. However, constructs like employee engagement have received least attention in recent past. The current study, would explore the influence of employee engagement and leader member exchange quality on service performance of employees. The participatory organizations were from insurance, postal and banking sectors, of service economy of Kashmir region, from the state of Jammu and Kashmir. The Survey method was used for data collection purposes, where in data was collected, through combination of structured questionnaires followed by interviews. The sample size of 380 respondents were selected representing middle management, frontline, lower level employees and customers. The data were analyzed using SPSS software package, where in technique like structural equation modelling is utilized to analyze and interpret the given data. The results revealed significant positive relationships between employee engagement and service performance as well as between leader member exchange and service performance.
Employee Engagement, Leader Member Exchange, Service Performance.
- Ansari, M. A., Hung, D. K., and Aafaqi, R. (2008). Leader member exchange and attitudinal outcomes: Role of procedural justice climate. Leadership of Organization Development Journal, 28 (8): 690-709.
- Baumruk, R., and Gorman, B. (2006). Why managers are crucial to increasing engagement. Strategic HR Reviews, 5: 24-27.
- Buckingham, M., and Coffman, C. (1999). First, break all the rules: What the world’s greatest managers do differently. Simon and Schuster Trade.
- Buck, J. M., and Watson, J. L. (2002).Retaining Staff Employees: The Relationship between Human Resource Management Strategies and Organizational Commitment. Innovative Higher Education, 26 (3): 175-194.http://dx.doi.org/10.1023/A:1017916922194
- Campbell, J. P., McCloy, R. A., Oppler, S. H., and Sagar, C. E. (1993).A theory of performance. In Schmitt, N. and Borman, W.C (eds.), Personnel selection in organizations: 35-70. Jossey-Bass, San Francisco.Carlzon, J. (1987).Moments of Truth. Ballinger, New York.
- Cropanzano, R., and Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31: 874-900.
- Datta D. K., Guthrie J. P., and Wright P. M. (2005). Human resource management and labour productivity: Does industry matter? Academy of Management Journal, 48: 135- 145.
- Epitropaki, O., and Martin, R. (1999).The impact of relational demography on the quality of leader–member exchanges and employees’ work attitudes and wellbeing. Journal of Occupational and Organizational Psychology, 72: 237–240.
- Griffith, J. (2001).Do satisfied employees satisfy customers? Support-services staff morale and satisfaction among public school administrators, students, and parents. Journal of Applied Psychology, 31 (8): 1627-1658.
- Graen, G. B., and Uhl- Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6: 219-247.
- Harter, J. K, Schmidt, F. L, and Hayes, T. L, 2002, ‘Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis,’ Journal of Applied Psychology, 87: 268-279.
- Liden, R. C., and Maslyn, J. M. (1998). Multi-dimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24: 43-72.
- Kahn, W. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33 (4): 692-724. Doi: 10.2307/ 256287.
- Karasek, R., and Theorell, T. (1990).Healthy work: Stress, productivity and the reconstruction of working life. New York: Basic Books.
- Konard, A., (2006), "Engaging employee through high-involvement work practices", Ivey Business Journal, 1-6.
- Rank, J., Carsten, J., Unger, J., and Spector, P. (2007). Proactive Customer Service Performance: Relationships with Individual, Task, and Leadership Variables. Human Performance, 20(4): 363-390. Retrieved September 13, 2009, doi: 10.1080/08959280701522056.
- Rosas-Gaddi, R. 2011. Leadership and Employee Engagement: When Employees Give Their All. http://188.8.131.52/pdf/ddi_ph_leadershipandemployeeengagement_ar.pdf, accessed on 13 July 2011.
- Saks, A. M. (2006). Antecedents and consequences of employee engagement.Journal of Managerial Psychology, 21.
- Schaufeli, W. B. and Bakker, A. B. (2004). Job demands, job resources and their relationship with burnout and engagement: A multisampling study. Journal Organizational Behaviour, 25: 293-315.
- Selden, S. C., Ingraham, W. P. and Jacobson, W. (2001). Human resource practices in state government: Findings from a national survey. Public Administration Review, 61(5): 598- 607.
- Shuck, B and Reio, TG, 2011, ‘the employee engagement landscape and HRD: How do us link theory and scholarship to current practice? Advances in Developing Human Resources, 13 (4): 419-428.
- Wayne, S. J., Shore, L. M., and Liden, R. C. (1997).Perceived organizational support and leader-member exchange: A social exchange perspective. Academy ofManagement Journal, 40: 82–111.
- Zemke, R., and Schaaf, D. (1989). The Service edge: 101 Companies that profit from customer care. New American Library, New York.
Abstract Views: 87
PDF Views: 0