Having two bosses: considering the relationships between LMX, satisfaction with HR practices, and organizational commitment

被引：10

作者：

Yousaf, Amna ^{[1
]}

Sanders, Karin ^{[2
]}

Torka, Nicole ^{[2
]}

Ardts, Joost ^{[3
]}

机构：

[1] COMSATS Inst Informat Technol, Dept Management Sci, Islamabad, Pakistan

[2] Univ Twente, Dept Org Psychol & Human Resource Dev, Fac Behav Sci, NL-7500 AE Enschede, Netherlands

[3] Berenschot BV, Enschede, Netherlands

来源：

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT | 2011年 / 22卷 / 15期

关键词：

affective organizational commitment; dual bosses; hierarchical organizations; LMX; satisfaction with HR practices; LEADER-MEMBER EXCHANGE; HUMAN-RESOURCE MANAGEMENT; FIRM PERFORMANCE; SOCIAL-EXCHANGE; ANTECEDENTS; OUTCOMES; CONSEQUENCES; METAANALYSIS; PERSPECTIVE; RECIPROCITY;

D O I：

10.1080/09585192.2011.606124

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This study went beyond previous research on leader-member exchange (LMX) by examining employees who are supervised by more than one boss. Using data from 122 PhDs from a Dutch university, this study had three research objectives. First, to examine the effects of PhDs' LMX with both their promoter and their assistant promoter on affective organizational commitment (AOC). Second, to examine the mediating role of satisfaction with human resource (HR) practices in the two LMX-AOC relationships. Since the promoter as the higher level boss has more influence on different HR practices the third objective was to examine whether the LMX-AOC relationship is stronger for the promoter than for the assistant promoter. The results showed that both promoter LMX and assistant promoter LMX were positively related to PhDs' AOC, and both relationships were fully mediated by PhDs' satisfaction with HR practices. As expected, these effects were significantly stronger for the promoter than for the assistant promoter.

引用

页码：3109 / 3126

页数：18

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