Team-Member Exchange Under Team and Traditional Management

Abstract

The quality of exchange relationships between work teams and their members was assessed for 103 manufacturing workers. Higher levels of team-member exchange quality, as well as of cohesiveness, satisfaction with coworkers, and general job satisfaction were reported by members of teams expected to be self-managing in contrast to teams expected to function as traditional work groups. Gains in departmental production efficiency were also found to be related to the work unit's average change in team-member exchange over time.

A multi-level analysis of team climate and interpersonal exchange relationships at work

“…It concerns the relationship between an individual and her or his team members and thus indicates the effectiveness of the member's ongoing relationships within the team. Specifically, TMX focuses on an individual's willingness to assist other members, to share ideas and feedback and, in turn, to provide information to other members and to receive recognition from other members (Seers, 1989;Seers et al, 1995). Contemporary research on TMX has primarily focused on identifying different types of justice, team temporal scope, communication mediation, and supervisor-subordinate relationships as the antecedents of TMX (e.g., Alge, Wiethoff, & Klein, 2003;Hiller & Day, 2003;Liden, Wayne, & Sparrowe, 2000;Sherony & Green, 2002).…”

“…Demographic variables of employees could account for variance in TMX (e.g., Seers, 1989;Seers et al, 1995). We therefore included gender and age of employees and their experience working in their current branch as control variables.…”

“…The ten-item TMX scale developed by Seers et al (1995) was used to measure individual team members' perceptions of the reciprocal exchange relationship that existed between themselves and their team members. TMX indicates the quality and effectiveness of an individual member's working relationship with other members within his or her team.…”

Explaining Cohesion Linkages in Workgroups: The Cooperative Communication in Collectivism and High Power Distance Workgroup Context

“…Second, the potential moderating role in collectivist context in group behaviors can be explained based on team-member exchange. Focusing on social exchange in a team/group environment, team-member exchange (TMX) commonly refers to the extent to which information, help, and recognition between a member and other members of the workgroup is reciprocal (Ballinger, & Schoorman, 2007;Seers, 1989;Seers, Petty, & Cashman, 1995). Thus, the quality of a team-member exchange relationship can indicate the effectiveness of member cooperation within a workgroup.…”

Illusion of Control: Theoretical Perspective on Power-Dependence Relationships

“…For example, research on leader-member exchanges (LMX's) has focused predominantly on the nature of the relationship between leaders and followers (Gerstner & Day, 1997;Graen & Uhl-Bien, 1995;Sparrow & Liden, 1997). Yet many theorists have argued that studying relationships among other organizational members may hold value (Dunegan, Tierney, & Duchon, 1992;Sherony & Green, 2002;Seers, 1989;Seers, Petty, & Cashman, 1995;Sparrowe & Liden;. However, these investigations of alternative influence have been researched with respect only to their effects on various organizational phenomena such as work attitudes, perceptions of climate, efficiency, or performance (Dunegan, Tierney, & Duchon, 1992, Sherony & Green, 2002Seers, 1989;Seers, Petty, & Cashman, 1995).…”