The dark side of LMX: variances among out-group members in growth need and work outcomes

dc.contributorKacmar, K. Michele
dc.contributorCashman, James F.
dc.contributorBeatty, Sharon E.
dc.contributorRoskos-Ewoldsen, Beverly
dc.contributor.advisorJohnson, Diane E.
dc.contributor.authorWu, Keke
dc.contributor.otherUniversity of Alabama Tuscaloosa
dc.date.accessioned2017-03-01T14:38:36Z
dc.date.available2017-03-01T14:38:36Z
dc.date.issued2010
dc.descriptionElectronic Thesis or Dissertationen_US
dc.description.abstractGiven my interest in LMX relationships and impression management (IM) behaviors, this dissertation was focused on the out-group in LMX, regarding member job performance and attitudes (Study I), and the impact of IM on performance ratings (Study II). With the suspicion that there may be individual differences that separate those who do not belong in the out-group from those who may belong there, Study I was designed to address the question concerning how the differences among out-group members impact their job performance and attitudes. Specifically, this study investigated the effect of growth-need strength (GNS) on out-group member job performance and job related attitudes. By adopting theories of person-job fit, some of the causes of undesirable work outcomes among out-group members, such as low commitment, low satisfaction, and high turnover intentions, were examined. Results from Study I suggest that for out-group members with a high growth-need, a better relationship with the supervisors may bring higher growth satisfaction and decreased turnover intent, but also more stress. With evidence found in Study I that not all out-group members believed that they belonged in the out-group, Study II investigated whether these out-group members would try to change their out-group status by means of IM. Cognitive Dissonance Theory was used as the theoretical foundation for this study. Data for both studies were collected from a state-owned hospital in main land China. Findings from Study II indicate that out-group members with a higher growth-need would use impression management more frequently, and that impression management attempts can be effective in improving performance ratings, even for out-group members.en_US
dc.format.extent111 p.
dc.format.mediumelectronic
dc.format.mimetypeapplication/pdf
dc.identifier.otheru0015_0000001_0000534
dc.identifier.otherWu_alatus_0004D_10609
dc.identifier.urihttps://ir.ua.edu/handle/123456789/1039
dc.languageEnglish
dc.language.isoen_US
dc.publisherUniversity of Alabama Libraries
dc.relation.hasversionborn digital
dc.relation.ispartofThe University of Alabama Electronic Theses and Dissertations
dc.relation.ispartofThe University of Alabama Libraries Digital Collections
dc.rightsAll rights reserved by the author unless otherwise indicated.en_US
dc.subjectOrganizational behavior
dc.titleThe dark side of LMX: variances among out-group members in growth need and work outcomesen_US
dc.typethesis
dc.typetext
etdms.degree.departmentUniversity of Alabama. Department of Management and Marketing
etdms.degree.disciplineManagement
etdms.degree.grantorThe University of Alabama
etdms.degree.leveldoctoral
etdms.degree.namePh.D.
Files
Original bundle
Now showing 1 - 1 of 1
Loading...
Thumbnail Image
Name:
file_1.pdf
Size:
1.11 MB
Format:
Adobe Portable Document Format