The impact of person-organization fit and leader-member exchange on withdrawal behaviors in Thailand

Suthinee Rurkkhum

25 citations0/0 files storedAsia-Pacific Journal of Business Administration

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employer Branding and e-HRM

Abstract

Purpose The purpose of this paper is to examine the impact of person-organization fit and leader-member exchange (LMX) on the withdrawal behaviors of Thai employees. Design/methodology/approach Self-report questionnaires were received from 300 employees working in one of the largest Thai public universities. Exploratory factor analysis was conducted, followed by confirmatory factor analysis. Structural equation model was then implemented to test the relationships among all variables. Findings The results showed negative relationships between person-organization fit and withdrawal behaviors, between LMX and withdrawal behaviors, and between person-organization fit and LMX and an intention to leave. However, only person-organization fit was statistically significant with withdrawal behaviors and an intention to leave. The progression model of withdrawal behaviors was also supported. Research limitations/implications The self-report questionnaires were the limitations of the study. Practical implications This study highlighted the importance of withdrawal behaviors and an intention to leave an organization which are costly behaviors. Person-organization fit should be emphasized at the recruitment and selection process, and coherent human resource practices should be used in an organization to possibly lessen these costly behaviors. Originality/value This study contributed to the knowledge of withdrawal behaviors, covering both least severe and more extreme behaviors. This study suggested that an organization should pay attention to these least severe withdrawal behaviors among employees, since these can lead to an extreme withdrawal behavior – i.e. an intention to leave an organization.

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References

1970Back-Translation for Cross-Cultural Research 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1990Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors 2000A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium 2012How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms 2002IMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT.1988IMPACT OF EXCHANGE VARIABLES ON EXIT, VOICE, LOYALTY, AND NEGLECT: AN INTEGRATIVE MODEL OF RESPONSES TO DECLINING JOB STATUS SATISFACTION.2009NEW PUBLIC MANAGEMENT IN PUBLIC SECTOR ORGANIZATIONS: THE DARK SIDES OF MANAGERIALISTIC ‘ENLIGHTENMENT’

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