The Primacy of Prestige: A Social Exchange Perspective on Employee Retention Factors in Nepal's Banking Sector

The purpose of the present study was to examine the association between psychological distress among social workers and their intention to leave the profession through the economic and social exchange perspective. The research sample was comprised of 380 Israeli social workers who manually filled in structured questionnaires regarding psychological distress, economic and social exchange between employees and employers in their workplace, self-defined burnout and demographic information. The data analysis showed that higher levels of psychological distress were associated with higher economic exchange and with lower social exchange, which resulted in increased intention to leave. These findings are important for understanding the process that social workers experience regarding the emergence of psychological distress and for clarifying that this process consists of two concurrent components: increasing preoccupation with economic aspects and increasing emotional distancing from the profession. On the basis of the transactional model of stress and coping and the social and economic exchange perspectives, it would be desirable to develop an organisational culture that promotes social exchange (trust, manager support, teamwork), which would allow social workers to cope with active emotional regulation and to strengthen their sense of belonging to the profession and thus reduce their intention to leave.

For some time, the banking sector in Nigeria has been witnessing incessant labour turnover. The study focused on the factors motivating employee loyalty and employee retention in the deposit money banks. This study used descriptive survey research design. Four banks namely First Bank of Nigeria, United Bank for Africa, Guaranty Trust Bank and First City Monument Bank were randomly selected for the study. The sample size for the study consists of 190 employees out of the total population of 360 employees. A set of self constructed questionnaire was used for data collection. 118 copies of the questionnaire that were correctly completed out of the 190 copies which were administered were used for the study. Percentages, frequency and mean ranking were used to analyze the data collected. The result showed that training and development (3.95) and promotion (3.86) were the main motivating factors for employee loyalty while training and development (4.01) and job security (3.90) were the best ranked employee retention factors. The implication of the result is that, apart from training and development, the better motivating factors for employee loyalty and employee retention are not the same. The result of the hypothesis showed a strong positive relationship between employee retention and loyalty factors in deposit money banks(r = 0.83). It is recommended that management should provide quality training and development programmes as important motivating factors for both employee loyalty and employee retention. The inclusion of other major motivating factors in the organizations’ HRM policy will be an added advantage.

The social exchange framework has been important to our understanding of interpersonal interactions within close relationships but has only occasionally been used to explain sexuality within close relationships. However, the social exchange perspective can be useful in understanding sexuality in close relationships because it takes the interpersonal context into account. In this chapter, we review existing research and theory supporting the utility of the social exchange perspective for understanding sexuality in close relationships. We start by defining the four components that comprise the social exchange framework. To do this we incorporate the components contained in a number of different social exchange models each of which emphasizes some but not all of these components. These four components are: the balance of rewards and costs, equity/equality, comparison level, and comparison level for alternatives. We then examine theoretical and empirical evidence to support the importance of each of these components to four important aspects of sexuality in close relationships: sexual partner selection, sexual frequency, sexual satisfaction, and extradyadic sexual activity. We conclude by suggesting a number of potentially fruitful directions for future research. In particular, future research needs to: (a) be based on the complete social exchange framework; (b) examine the relative contributions of sexual exchanges compared to nonsexual exchanges to sexual relationships; (c) examine developmental changes over the course of the relationship in the exchange components and in the relationships of the exchange components to the sexual relationship, (d) include neglected populations such as gays and lesbians, ethnocultural minority groups, and distressed couples; and, (e) examine neglected topics such as sexual coercion/unwanted sexual activity and sexual communication.

Leadership as an influencing factor in employee retention - a case study analysis in East Asian multinational corporations in the digital age

Based on the social exchange and social ledger perspectives, this research investigates the role of positive/negative network ties and employment status (i.e., permanent vs. contingent) in predicti...

BACKGROUND: Transformational leadership is critical in today’s organizations from a social exchange perspective as it helps create a positive work environment, drives innovation and change, and leads to improved organizational effectiveness. OBJECTIVE: The purpose of this study is to test the direct effect of transformational leadership on person-job fit (PJ fit), person-organization fit (POF), and organizational citizenship behavior (OCB). This study also examines the mediating role of PJ fit and POF on the relationship between transformational leadership and OCB. METHODS: This study collects data using a cross-sectional survey from professional lecturers of three selected public universities in Southeast Sulawesi - Indonesia. A total of 221 purposively sampled responses are utilized in the data analysis. A quantitative approach with structural equation modeling (SEM) via Amos 21.0 software is used to test the proposed hypotheses. RESULTS: The findings acknowledge that transformational leadership seems to have a direct positive effect on PJ fit, POF and OCB. Also, this study reveals that PJ fit and POF have significant positive effects on OCB. This study further unveils that PJ fit and POF fully mediate the relation between transformational leadership and OCB. CONCLUSION: The results indicate that the more transformational leadership behaviors are demonstrated by leaders within organization, the more PJ fit and POF of followers will accomplish and experience with their organization, which in turn, increase OCB. It further means that transformational leadership can be crucial for recent organizations from a social exchange perspective by promoting healthy relationships and positive outcomes by encouraging followers to engage in behaviors that benefit the organization.

Using data from a sample of Medicare beneficiaries and their caregivers (n = 829 dyads), we examine caregiver burden through the lens of social exchange theory, conceptualizing burden as an evaluative component or outcome of the ongoing exchange relationship between the care receiver and the caregiver. We find burden is affected by the context in which the exchange occurs, which varies by the role relationship of dyad members (spouses, adult children, or extended family and nonfamily), as well as the level of need of the care receiver, the living arrangements, and the life course timing of care provision. Gerontological research has focused heavily on the demands of caring for elderly relatives, in particular the distress and burden that these demands place on their caregivers (Biegel & Blum, 1990; Dwyer & Coward, 1992; Young & Kahana, 1989). In much of this work, caregiver burden has been conceptualized first as a contemporaneous aspect of the caregiver-care-receiver dyad and second as a one-way process. Thus, in this literature, burden is the caregiver's time-limited reaction to caring for another. Burden is viewed both as the direct consequence of providing assistance to an older relative (Montgomery, Gonyea, & Hooyman, 1985; Stull, Koloski, & Kercher, 1994) and as a direct cause of some care-receiver outcomes such as admission to a nursing home (Aneshensel, Pearlin, & Schuler, 1993; McFall & Miller, 1992; Zarit, Reever, & Bach-Peterson, 1980). We argue that caregiver burden be conceptualized as part of a reciprocal relationship that is not time limited. Looking at caregiver burden through the lens of social exchange theory, we view burden as an indicator of the ongoing exchange relationship in a caregiving dyad. The social exchange perspective provides an avenue for framing and applying a dynamic view of burden, and it responds to the challenge that gerontological research move toward theory-based explanations (Bengtson, Burgess, & Parrott, 1997; Dwyer & Coward, 1992; Kramer, 1997). We apply social exchange theory to an examination of the relative contributions of patient need, provision of informal care, receipt of formal care, perceptions of isolation, living arrangements, and life course timing to burden that are perceived by caregivers of older people who went home from the hospital and required help. The differential impact of these factors on burden will likely be tempered by ongoing relationships between members of the exchange dyad: that is, by whether the caregiver is a spouse, a child, a member of the extended family, or not a family member. SOCIAL EXCHANGE THEORY The four core assumptions of social exchange theory, described by Molm and Cook (1995), are as follows: People depend on one another for the things they value, people behave in ways that increase the outcomes they value and decrease outcomes they do not value, people engage in ongoing, mutually contingent exchanges with specific partners over time, and all outcomes obey a principle of satiation-that is, diminishing marginal utility or, conversely, increasing marginal costs. Once an outcome is achieved or acquired, its value and desirability decreases, especially at the upper thresholds. To illustrate, when only a small amount of care is required and this care does not interfere with other responsibilities and routines, small additions of time and tasks performed will be unlikely to have much of an impact on feelings of burden. However, if a great deal of care is needed that pushes the level of care the individual feels physically and emotionally capable of providing and if the demands of providing care spill over to other areas of the caregiver's life, every additional need or request may be sorely felt and have a big impact on the caregiver's perception of burden. The concepts of power and dependence are central to social exchange theory (Molm, 1991: Molm & Cook, 1995). …

Purpose Scholars commonly explicate the negative influence of authoritarian leadership on employee voice through a tit-for-tat social exchange perspective. This research captures the controlling nature of authoritarian leadership and views inhibited voice as an “expected” controlling outcome of authoritarian leadership. Therefore, this research aims to take the social control perspective to extend the dominant social exchange perspective, explaining why and when authoritarian leadership inhibits employee voice. Design/methodology/approach A three-wave leader–employee matched survey was conducted to examine the research model, involving 423 employees and their 162 direct leaders from mainland China. Findings The results indicate that employee self-perceived status mediated the negative effect of authoritarian leadership on employee voice, which was stronger than the psychological safety mechanism. Moreover, perceived leader power and employee power distance orientation (PDO) moderated this status mechanism, such that the indirect effect was pronounced when perceived leader power or employee PDO was higher. Originality/value This study advances understanding of authoritarian leadership by highlighting its controlling rather than merely destructive nature. Specifically, we theorize and demonstrate the status mechanism as a pathway of control and identify power-related boundary conditions that amplify its effect. By contrasting status with psychological safety mechanisms, we show that the social control perspective offers a more powerful explanatory lens for the authoritarian leadership–employee voice relationship than the traditional social exchange perspective. Additionally, theorising the integrative dynamics of status and power in leader–employee interactions extends the understanding of how different dimensions of hierarchy function in tandem to influence voice generation.

A social exchange perspective on supervisors' Dark Triad and subordinates' counterproductive work behaviors: psychological contract fulfillment as a boundary condition.

This chapter argues that trust is central to all positive relationships. It suggests that reader views of trust—those based on a social exchange perspective—are insufficient for understanding trust in these relationships. A social exchange perspective provides limited theoretical leverage for understanding how trust can be rebuilt, beyond the observation that trust occurs—and by extrapolation, might possibly be rebuilt—over a series of exchanges. However, an exchange perspective might even suggest that once trust is broken, the exchange relationship would likely terminate. The chapter discusses the implications of using a relationship-based commitment perspective for restoring trust. Relationship-based commitment and trust appear to have much in common. Relationship-based commitment, trust involves the simultaneous existence of both positive and negative elements. In a commitment-based view, by contrast, these positive and negative elements associated with trust do not cancel out to reveal either a positive or a negative relationship; rather both positive and negative elements are simultaneously present in all trust relationships.

Training and employee turnover: A social exchange perspective

Two distinct perspectives have emerged in the literature to explain the relationship between perceived organizational support (POS) and affective commitment (AC): a social exchange perspective and, more recently, a social identity perspective. However, these views have never been considered together. Filling this gap, our study aims to examine the conjoint role of felt obligation (i.e., the social exchange perspective) and organizational identification (i.e., the social identity perspective) in the relationship between POS and AC. Based on two different samples, our results indicate that both felt obligation and organizational identification partially mediate the relationship between POS and AC. In sum, this research shows that the two mechanisms play a concomitant role in the link between POS and AC.

Social philanthropy and innovation systems both require significant resource investment—how can organizations achieve both? This paper combines social exchange theory, signaling theory and imprinting theory to analyze the intrinsic dynamics mechanism from the perspective of government technology resource acquisition and to explore the influential role of generalist CEOs. Based on the hand-collected multidimensional career experience dataset of CEOs and the quantitative analysis of 3651 enterprises in China’s A-share listed manufacturing industry from 2010–2019, the results show that: philanthropic donation has a systematic contribution to corporate innovation investment, in which government science and technology (S&T) resource acquisition plays a partially mediating role; generalist CEOs significantly enhance the effect of philanthropic donations and government S&T resource acquisition on innovation investment. Finally, the statistical results remain stable in the lagged effects experiment and the IV-2SLS model analysis using exogenous variables. The contribution of this study lies in expanding the research on maximizing the combined benefits of economic value creation and social performance from a social exchange perspective, and helping us understand why the share of generalists in the global managerial market big data has been steadily increasing.

The present study discussed whether social exchange would take effect in the relationship of resilience with organizational commitment and job burnout. It examined resilience as an antecedent of organizational commitment and burnout and the mediating role of leader–member exchange (LMX) and team–member exchange (TMX) in a sample of Chinese civil servants. Two hundred and thirty-six civil servants from a large east-coast city in the People’s Republic of China completed a questionnaire measuring resilience, LMX, TMX, organizational commitment, and burnout. Results based on structural equation modeling indicated that (a) resilience positively predicted LMX and TMX, and (b) LMX, rather than TMX, partially mediated the relationships of employee resilience with organizational commitment and job burnout. The present study provided valuable insights into the understudied mechanisms of resilience at workplace through the social exchange perspective; it also underscored the importance of the reciprocity between supervisors and subordinates in human management practice.

PurposeDrawing on the social exchange perspective, the authors explore the roles of satisfaction over material rewards, perceived organizational politics and career ambition in the relationship between harmonious workplace climate and employee altruistic behavior in the context of British public sector.Design/methodology/approachThe authors employed SPSS software to estimate ordinary least squares models to test their hypotheses by analyzing data from 161 supervisor–employee dyads from a UK local government.FindingsSatisfaction over material rewards mediates the relationship between harmonious workplace climate and employee altruistic behavior. Both perceived organizational politics and career ambition moderate the mediated effect of harmonious workplace climate on employee altruistic behavior via satisfaction over material rewards.Originality/valueThis study advances the social exchange theory by showing that the norm of reciprocity (e.g. harmonious workplace climate in this study) may not be the only key driver of exchange for altruistic behavior among public sector workers. Still, it can be mediated by satisfaction with pay and promotion opportunities and may be conditional upon individuals' career ambition or their perceptions of organizational politics.