LMX对员工组织支持感知与情绪枯竭的影响——LMX差异化的调节作用  

LMX's Impact on Employees' Perceived Organizational Support and Emotional Exhaustion:The Moderation Effect of LMX Differentiation

作　　者：吴婷[1] 张正堂[1] WU Ting ZHANG Zheng-tang(School of Business, Nanjing University, Nanjing, Jiangsu, 210093, China)

机构地区：[1]南京大学商学院,江苏南京210093

出　　处：《经济管理》2017年第8期103-115,共13页Business and Management Journal ( BMJ )

基　　金：国家自然科学基金项目"中国企业惩罚行为的决策动因;直接及溢出效应"(71372028);江苏省333高层次人才培养工程专项资助项目"转型期企业高绩效工作系统的内容结构;测量与实施效果:基于江苏服务业的实证研究"(BRA2015330)

摘　　要：本文采用120个分店的514名员工的匹配数据,结合资源保存理论、社会交换理论和公平理论,探讨了领导—成员交换关系(LMX)对员工组织支持感知和情绪枯竭的影响,以及员工组织支持感知在领导—成员交换关系质量和员工情绪枯竭之间的中介作用,并重点探讨了领导—成员交换关系质量差异化对上述关系的调节作用。结果表明,领导—成员交换与员工组织支持感知总体上呈显著正向关系;领导—成员交换与情绪枯竭总体上呈显著负向关系,且员工组织支持感知在其中起到部分中介作用;领导—成员交换关系质量差异化分别对领导—成员交换关系与情绪枯竭和领导—成员交换关系与员工组织支持感知的关系起到调节作用。进一步地,领导—成员交换关系质量差异化会调节员工组织支持感知在领导—成员交换关系与情绪枯竭中的中介作用,即存在被调节的中介效应。Nowadays, along with the intense competition in the job market, the work pressure in the organization is also increasing, and a large number of employees are extremely consuming their emotional resources. Due to the serious negative consequences of emotional exhaustion, emotional exhaustion is becoming a hot topic of great concern to organizations, especially in those which need employees＇ emotional resources to provide better service for custom- ers. Work pressure and interpersonal relationship turn out to be the major factors that trigger emotional exhaustion. A large number of empirical studies on leader-member exchange tively related to employees＇ attitudes and behaviors. It is also noteworthy that social support in the workplace prove that leader-member exchange quality is posi- can effectively reduce employees＇ emotional exhaus- tion. However,such effect depends on the social and work support that is perceived by the employees. Rhoader ＆ Eisenberger （2002） have shown that organizational support perception plays a key role in enabling employees to be- lieve that they can rely on the organization when they need help. Moreover, employees usually personify organizations （Levinson, 1965 ）, and most of their impressions and opinions about the organization come more from their views on managers who are in charge of important work resources. Usually, work resources are dominated by direct leaders, who also have the power to assess performance and reward employees. It is not surprising that an employee treats the relationship between the direct leader and himself or herself as an alternative to the relationship between the organiza- tion and himself or herself. Cogliser et al. （2009） found that when employees perceived low levels of leader-member exchange quality ,they may also have perceived low levels of organizational support, which would lead to undesired psychological emotions. Therefore, taking into account the staff＇s perception of organizational support from the employee＇s perspective

关 键 词：领导-成员交换关系 领导-成员交换关系质量差异化 情绪枯竭 组织支持感知 

分 类 号：C936[经济管理—管理学]