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

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, can more accurately reveal the effect of leader-member exchange on the emotional exhaustion. In addition, most of the existing research focuses on the argument whether leader-member exchange has impact on employees＇ attitudes and behaviors or not, while ignoring the boundary conditions in which this effect occurs. A small amount of research explores some moderating variables, such as Huang et al. （2010） discuss the moderating effects of emotional intelligence, and Jiang et al. （2013） explore the moderating effect of leadership integrity, and few studies focus on the leader-member exchange differentiation on the relationship between leader-member ex- change and subordinates＇ behaviors. Contingency leadership theory pointed out that leaders should take varies be- haviors based on the specific circumstances in organizations. As a matter of fact, it is not hard to find that leaders treat subordinates differently and develop differential relationships with different subordinates almost in any organi- zations. Subordinates may regard this kind of differential treatment as unfair, leading to a series of negative mental states and behaviors. Therefore, this study entiation in leader-member exchange and attempt to explore the moderating role of leader-member exchange differ- emotional exhaustion as well as leader-member exchange and employee perceived organizational support. This study used the matching data of 514 employees in 120 branches to analyze the mediating effect of per- ceived organizational support on the relationship between leader-member exchange and employee emotional exhaus- tion, and the moderating role of leader member exchange differentiation. The results showed that the leader-member exchange and emotional exhaustion are negatively correlated, and perceived organizational support is mediating this relationship. The moderation effect of leader-member exchange differentiation on the relationship between leader- member exchange and emotional exhaustion is significant, as well as on the relationship between leader-member ex- change and perceived organizational support. Furthermore, leader-member exchange differentiation moderates the mediation effect of perceived organizational support.