Relative leader-member exchange perceptions and employee outcomes in service sector: the role of self-construal in feeling relative deprivation

Karaçay Aydın G., Rofcanin Y., KABASAKAL H.

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, cilt.34, sa.9, ss.1808-1851, 2023 (SSCI) identifier identifier

  • Yayın Türü: Makale / Tam Makale
  • Cilt numarası: 34 Sayı: 9
  • Basım Tarihi: 2023
  • Doi Numarası: 10.1080/09585192.2022.2037097
  • Dergi Adı: INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT
  • Derginin Tarandığı İndeksler: Social Sciences Citation Index (SSCI), Scopus, IBZ Online, International Bibliography of Social Sciences, ABI/INFORM, Business Source Elite, Business Source Premier, EBSCO Education Source, Psycinfo, Public Affairs Index, Sociological abstracts, DIALNET
  • Sayfa Sayıları: ss.1808-1851
  • Anahtar Kelimeler: Relative leader-member exchange, relative deprivation, independent-self, interdependent-self, service sector, PERCEIVED ORGANIZATIONAL SUPPORT, SOCIAL-COMPARISON PROCESSES, LMX DIFFERENTIATION, MODERATING ROLE, NORMATIVE COMMITMENT, DIFFERENCE SCORES, WORK BEHAVIORS, METHOD BIAS, PERFORMANCE, ANTECEDENTS
  • İstanbul Teknik Üniversitesi Adresli: Evet

Özet

Based on Social Comparison Theory, this study explores the impact of Relative Leader Member-Exchange Relationship (i.e. RLMX) on employee outcomes of organizational citizenship behaviour, turnover intention, and affective commitment via the mediating role of relative deprivation feeling. Furthermore, integrating research on self-construal, this study sets out to examine the moderating role of a key personal disposition; independent versus interdependent self-construal on the association between employee's RLMX perception and relative deprivation feeling. Results using multi-level analyses from employee - supervisor matched data (N = 271 employees and 65 supervisors) largely supported our hypotheses. This study expands the relational context within which the impact of RLMX perception unfolds beyond the dyad of leader and self, to the triad of leader, self, and co-workers; so that it offers significant theoretical and practical implications, particularly for service sector employees.