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The relationships among social excha...

Carter, Gordon.

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The relationships among social exchange, organizational citizenship, and employee behavior.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The relationships among social exchange, organizational citizenship, and employee behavior./
Author:	Carter, Gordon.
Description:	66 p.
Notes:	Source: Masters Abstracts International, Volume: 49-01, page: 0128.
Contained By:	Masters Abstracts International49-01.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=1479415
ISBN:	9781124132501

The relationships among social exchange, organizational citizenship, and employee behavior.
Carter, Gordon.

The relationships among social exchange, organizational citizenship, and employee behavior. - 66 p.

Source: Masters Abstracts International, Volume: 49-01, page: 0128.

Thesis (M.S.)--Pepperdine University, 2010.

This study examined a social exchange approach to influencing employee attitudes, behavior, and performance. Social exchange theory predicts that employees will respond, in kind, to the treatment they receive from the organization. It was proposed, therefore, that organizations can influence the attitudes, behavior, and performance of employees by attending to the relationships that develop between employees and the organization. This study examined the relationships between leader-member exchange, organizational citizenship behavior, and perceived organizational support.

ISBN: 9781124132501Subjects--Topical Terms:

626628
Business Administration, Management.

The relationships among social exchange, organizational citizenship, and employee behavior.
LDR:03565nam 2200337 4500 001 1395510
005 20110518115310.5
008 130515s2010 ||||||||||||||||| ||eng d
020 $a 9781124132501
035 $a (UMI)AAI1479415
035 $a AAI1479415
040 $a UMI $c UMI
100 1 $a Carter, Gordon. $3 1674211
245 1 4 $a The relationships among social exchange, organizational citizenship, and employee behavior.
300 $a 66 p.
500 $a Source: Masters Abstracts International, Volume: 49-01, page: 0128.
500 $a Adviser: Gary Mangiofico.
502 $a Thesis (M.S.)--Pepperdine University, 2010.
520 $a This study examined a social exchange approach to influencing employee attitudes, behavior, and performance. Social exchange theory predicts that employees will respond, in kind, to the treatment they receive from the organization. It was proposed, therefore, that organizations can influence the attitudes, behavior, and performance of employees by attending to the relationships that develop between employees and the organization. This study examined the relationships between leader-member exchange, organizational citizenship behavior, and perceived organizational support.
520 $a Surveys were administered to 49 employees and their supervisors at three separate country clubs located in the southwestern United States. Perceptions of organizational support, leader-member exchange, and organizational citizenship behavior were assessed. Mean scores, standard deviations, analysis of variance, and Spearman's correlations were calculated to measure the constructs and determine possible relationships.
520 $a Overall, employees reported that they believed they received some support from the organization and some support from their manager. Employees' altruistic and general compliance behaviors were rated favorably by their supervisors. Analysis of variance calculations suggested that these variables did not vary by age, gender, education, or tenure.
520 $a The research aimed to answer three questions: Does leader-member exchange have a positive relationship on organizational citizenship behavior? Does perceived organizational support have a positive relationship with organizational citizenship behavior? Does leader-member exchange have a stronger relationship to organizational citizenship behavior than perceived organization support to organizational citizenship behavior? The results showed a positive, statistically significant relationship between general compliance and altruism (from the organizational citizenship behavior survey) and between perceived organizational support and leader-member exchange. These results suggest that as altruism increases, general compliance also increases (and vice versa). Similarly, as perceived organizational support increases, leader-member exchange also tends to increase (and vice versa). No other relationships among the variables could be concluded.
520 $a Limitations of this study are its small sample, the applicability of organizational citizenship behavior to a hospitality setting, the limitations of quantitative research for complex topics, and the natural conflict between customer service and organizational citizenship behavior.
590 $a School code: 6009.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0454
690 $a 0703
710 2 $a Pepperdine University. $b Organizational Development. $3 1674212
773 0 $t Masters Abstracts International $g 49-01.
790 1 0 $a Mangiofico, Gary, $e advisor
790 1 0 $a Lacey, Miriam $e committee member
790 $a 6009
791 $a M.S.
792 $a 2010
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=1479415