A social exchange theory framework for understanding the job characteristics–job outcomes relationship: the mediating role of psychological contract fulfillment

Birtch, Thomas A.; Chiang, Flora F. T.; Esch, Emmy van

doi:10.1080/09585192.2015.1069752

Cited by 111 publications

(104 citation statements)

References 84 publications

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“…This dialectical relationship between school and teachers is based on the social exchange theory. The reasonable social exchange between school and teachers contributes the satisfaction in job among school teachers (Birtch, Chiang, & Esch, 2015). Consequently, this social exchange between school and teacher via age groups determines the JS.…”

Section: Literature Review Job Satisfaction and Its Dimensionsmentioning

confidence: 99%

Influence of Age group on Job Satisfaction in Academia

Shrestha

2019

SJOM

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Purpose - Job Satisfaction (JS) has seen an upsurge concern in the arena of school management and it is highly associated with the age groups of school teachers. Thus, this study focused to ascertain the level of JS and examine it via age groups of school teachers. Design - The scholar applied a cross-sectional survey design in post-positivist paradigm. The data were amassed from 345 school teachers of a cluster via self-administer questionnaire and analyzed with descriptive statistics and ANOVA test. In the meantime, social exchange theory was employed to scrutinize the results. Findings - This study found that the school teachers expressed moderate satisfaction in the job. Likewise, the age groups significantly influence the JS among school teachers. More specifically, the senior age group teachers expressed more satisfaction in the job than other groups of the teacher. Subsequently, these job satisfied teachers contribute to more job commitment, effectiveness and work performances in the school. Furthermore, JS facilitates school to achieve elevated academic success. Implications - The study endows with the concrete approach for other forthcoming scholar to explore the contribution of age groups on JS among academia.

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Section: Literature Review Job Satisfaction and Its Dimensionsmentioning

confidence: 99%

Influence of Age group on Job Satisfaction in Academia

Shrestha

2019

SJOM

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“…This author described four types of transactional leaders: reward, active and passive exception, and laissez-faire. Several studies have reported the impact of transactional leadership on team performance as a positive relationship (Vecchio, Justin, & Pearce, 2008;Kwon & Fernando Andre Zemuner Garcia / Rosária de Fatima Segger Macri Russo Jang, 2012; Birtch, Chiang, & Van Esch, 2015). Thus, these conclusions are combined with the hypothesis by Pearce and Sims Jr (2002), generating the following hypothesis: H1: Transactional leadership is positively related to team performance.…”

Section: Leadershipmentioning

confidence: 97%

Leadership and Performance of the Software Development Team: Influence of the Type of Project Management

Garcia¹,

Russo²

2019

RBGN

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Purpose-The objective of this article is to identify the influence of the type of leadership on the performance of the project team, according to the methods applied in the management of software development projects. Design/methodology/approach-We used a quantitative method, applying a survey to project practitioners in software development teams. The sample consisted of 245 valid answers, divided into traditional and non-traditional methods. The responses were analyzed through structural equation modeling using a confirmatory methodological approach. Findings-We identified that the three styles of leadership evaluated (transactional, transformational, and empowering) are positively related to team performance, as already identified in previous studies. However, the project management method does not influence the relationship between leadership and team performance. Originality/value-The theoretical and practical contribution of this article is the finding that the type of project management used in software development (agile or traditional method) is not relevant to the choice of team leader, emphasizing that the important thing is the investment in the development of this leadership, as a measure to increase team performance, allowing flexibility in the performance of managers.

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“…Being applied to employment relationships, SET proposes that employees 'reciprocate the treatment they receive from their employers' (Coyle-Shapiro and Kessler, 2003, p. 213). Being provided with sufficient resources that are proportional to job requirements, employees perceive their exchanges with employers as equitable, and this results, e.g., in higher job satisfaction and organizational commitment (Birtch et al, 2016).…”

Section: Job Resources As Facilitators Of Work Engagementmentioning

confidence: 99%

Better leadership, higher work engagement? Comparative study on Finnish and Russian private sector employees

Саари

Melin

Balabanova

et al. 2018

IJSSP

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Purpose: This article focuses on the relationship between leadership and work engagement in Finnish and Russian private sector organizations. The research aims of the study were to analyze how Finland and Russia differ 1) in the level of work engagement; 2) in the level of satisfaction with leadership and 3) in specific components of leadership as most important antecedents for work engagement. Design/methodology/approach: The empirical analysis of this study is based on survey data collected in Finland and Russia. The analysis focuses on 1570 Finnish and 490 Russian private sector, full-time employees with permanent contracts, who have no managerial responsibilities. The data are analyzed using descriptive methods and binary logistic regression analysis. Findings: The results show, first, that both satisfaction of leadership and work engagement are higher in Finland than in Russia. Second, work engagement in Finland is facilitated by nearly all components of leadership-both materialistic-and relationship-based-while in Russia work engagement is predicted by rewarding good performers and such relationship-based practices as feedback, delegating responsibility, discussing work matters, and building trust. Contrary to our hypothesis, such materialistic-based components as providing equal treatment turned out to be insignificant for work engagement in Russia. Practical implications: Organizations should invest in leadership quality to enhance work engagement and thus, to get a competitive advantage.

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A social exchange theory framework for understanding the job characteristics–job outcomes relationship: the mediating role of psychological contract fulfillment

Cited by 111 publications

References 84 publications

Influence of Age group on Job Satisfaction in Academia

Influence of Age group on Job Satisfaction in Academia

Leadership and Performance of the Software Development Team: Influence of the Type of Project Management

Better leadership, higher work engagement? Comparative study on Finnish and Russian private sector employees

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