Employee-organization relationship and job performance

Hsi‐An Shih ,C C Hsu ,Hui-Wen Tsay

doi:10.1109/itmc.2011.5996070

Employee-organization relationship and job performance

Hsi‐An Shih , C C Hsu + Show 1 more

https://doi.org/10.1109/itmc.2011.5996070

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Publication Date: Jun 1, 2011

Citations: 2

Affiliation: National Cheng Kung University, Southern Taiwan University of Science and Technology, National Yang Ming Chiao Tung University

#Employee-organization Relationship #Leader-member Exchange + Show 8 more

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Abstract

This study examines the impact of employee-organization relationship (EOR) on job performance and second, revealing the moderating effect of leader-member exchange (LMX) toward former relationship. Individuals currently working in top 1,000 enterprises in Taiwan completed questionnaires. Based on the 198 samples from Taiwanese firms, our analysis shows that employee's job performance was found to be affected significantly by mutual-investment EOR, quasi-spot EOR, and LMX. In addition, this study found the relationship between mutual-investment EOR and job performance is moderated by LMX. However, there was no moderating effect of LMX on the relationship between quasi-spot EOR and job performance.

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