Exploring Multilevel Perspective of Leader-member Exchange Relevant to Performance Appraisal Satisfaction

Abstract

High effective performance appraisal could increase organizational performance, and it was the best way to increase effectiveness by enhancing performance appraisal satisfaction. Moreover, team-oriented job design has been widely adopted by corporations; team-member's performance appraisal satisfaction became highlight of this study. Did the exchange relationship developed between team leader and team member influence appraisal satisfaction? Did the relationship would influence team member's feedback seeking behavior and team justice climate? Hence, this study aims to discuss 1. the effect of individual-level leader-member exchange on feedback seeking behavior and appraisal satisfaction; 2.the mediating effect of feedback seeking behavior on individual-LMX and appraisal satisfaction; 3. the effect of team-LMX on justice climate and appraisal satisfaction; 4. the mediating effect of justice climate on team-LMX and appraisal satisfaction; 5. the moderating effect of justice climate on individual-LMX and appraisal satisfaction. In this study, the target samples were the work teams from the companies of the industry database, and 243 valid questionnaires were responded. The valid response rate was 54%. The valid questionnaires were empirically analyzed using the method of hierarchical linear modeling. The result revealed 1. individual LMX has a positive effect on feedback seeking behavior, performance session and system satisfaction; 2 feedback seeking behavior has a positive effect on session satisfaction; 3. feedback seeking behavior has partial mediating effect on individual LMX and session satisfaction; 4. procedural justice climate has a direct effect on session and system satisfaction.