Abstract
A four-wave longitudinal study was conducted to examine the development of LMX and its subsequent outcomes among organizational newcomers. Information seeking, instigated by organizational socialization tactics and anticipated perceived organizational support appears to contribute to newcomers’ formation of high quality LMX relationships with supervisors. In turn, consequences of high-quality LMX among new employees include reduced strain and turnover intentions and increased extra-role behaviors. Our study suggests that employee experiences prior to, and during the early stages of, employment contribute to information seeking and, consequently, LMX and its consequences.
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