Job definition discrepancy between supervisors and subordinates: The antecedent role of LMX and outcomes
Authors: Hsiung, Hsin-Hua1; Tsai, Wei-Chi2
Source: Journal of Occupational and Organizational Psychology, Volume 82, Number 1, March 2009 , pp. 89-112(24)
Publisher: British Psychological Society
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Abstract:
This study proposed that leader-member exchange (LMX) might encourage an employee to define job breadth close to or beyond the level of his/her supervisor's expectation (enlargement effect), while simultaneously fostering a reduction in supervisor-subordinate definition discrepancy on job content (congruence effect). Using data from 184 subordinate-supervisor dyads in Taiwan, we examined the relationships among LMX, job definition discrepancy, in-role/extra-role behaviour, and performance rating. Results showed that LMX was positively related to employee relative job breadth and the supervisor-subordinate congruence on job content, supporting the existence of enlargement effect and congruence effect. Additionally, employee relative job breadth was positively related to extra-role behaviour and the congruence on job content was positively related to in-role behaviour. However, neither in-role nor extra-role behaviour was related to performance rating. Theoretical and practical implications are discussed.Document Type: Research article
DOI: 10.1348/096317908X292374
Affiliations: 1: Department of Business Administration, National Dong Hwa University, Hualien, Taiwan 2: Department of Business Administration, National Chengchi University, Taipei, Taiwan
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