The Effects of the Three Determinants of Leader-Member Exchange Relationships on Trust, Reward Allocation and Knowledge Sharing

• Main Authors: Wan-Ling Chu, 朱皖伶
• Other Authors: Kuo-Long Huang
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/54119970171103705403

碩士 === 淡江大學 === 管理科學研究所碩士班 === 94 === According to Leader-Member Exchange (LMX) theory, supervisors treat subordinates differently at varying degrees and levels contingent on whether the latter are considered “insiders” or “outsiders”. This study, which is based on LMX theory, will examine the effects of the three key determinants (affect, loyalty and contribution) of the exchange relationships between supervisors and subordinates on the degree of trust, reward allocation, and knowledge sharing respectively. Also this study will examine the effects of the dgree of trust between supervisors and subordinates on the reward allocation and knowledge sharing respectively. The study used a 2×2×2 scenario experiment design to examine the effects of the three exchange relationship factors between supervisors and subordinates on the degree of trust, reward allocation, and knowledge sharing respectively. A total of 100 managers who have the experiences of employee managing and reward allocating answered questionnaires regarding their choices about trust, reward allocation and knowledge sharing under a simulated situation involving eight employee types based on the three exchange relationship factors. The main findings of the study were as follows: (1) The main effects of the three exchange relationship factors (affect, loyalty, and contribution) between supervisors and subordinates on the reward allocation decision, the degree of trust, and knowledge sharing were significant, meaning that supervisors allocate more monetary and non-monetary rewards to subordinates with a close affective relationship, high loyalty, or high contribution. Supervisors also have more intention to share knowledge with such subordinates and the degree of trust for supervisors will be more high for such subordinates. (2) The effect of the degree of trust between supervisors and subordinates on the reward allocation decision, and knowledge sharing were significant, meaning that supervisors allocate more monetary and non-monetary rewards to subordinates with more highly degree of trust between supervisors and subordinates. Supervisors also have more intention to share knowledge with such subordinates.