skip to main content

HUBUNGAN ANTARA LEADER MEMBER EXCHANGE DAN VOICE BEHAVIOR PADA KARYAWAN PT. SULUH ARDHI ENGINEERING

Fakultas Psikologi, Universitas Diponegoro, Indonesia

Received: 26 Mar 2018; Published: 26 Mar 2018.

Citation Format:
Abstract

This study aims to determine the relationship between leader member exchange and voice behavior on employees of PT. Suluh Ardhi Engineering. Voice behavior is an informal communication of an employee in the form of ideas, ideas, information, criticism or suggestions on problems that exist in the work environment and issues related to the organization. The research population are 100 employees who work as engineer at PT. Suluh Ardhi Engineering. The test was given to 50 engineer employees and the research was conducted to 50 engineer employees. The sampling technique used is simple random sampling. The measuring tool used in this research is the scale of voice behavior (28 item, α = .928) and leader exchange member scale (31 item, α = .960). Data analysis method used in this research with simple regression analysis. The results showed that there was a significant positive relationship between leader member exchange with voice behavior rxy = .71 with p = .000 (p <0.05). Leader member exchange contributes 49.2% effective to voice behavior.

 

 

 

 

Fulltext View|Download
Keywords: Leader Member Exchange, Voice Behavior, Engineer

Article Metrics:

  1. Botero, I.C., & Van Dyne, L. (2009). Employee voice behavior: Interactive effect of LMX and power distance in the United States and Columbia. Management Communication Quarterly, 23(1), 84-104
  2. Dulebohn, J.H., William, H.B., Robert, C.L., Robyn, L.B., Gerald, R.F. (2011). A meta-analysis of antecedants and consequensesof leader-member exchange: Integrating the past with an eye towad the future. Journal of Management, 38(6), 1715-1759
  3. Erdogan, B., & Bauer, T. N. (2015). Leader–Member Exchange Theory. In International Encyclopedia of the Social & Behavioral Sciences (Vol. 13, pp. 641–647). Elsevier. https://doi.org/10.1016/B978-0-08-097086-8.22010-2
  4. Morisson, E. W., Milliken, F.J., & Hewlin, P.F. (2003). An exploratory study of employee silence: Issues that employee don’t communicate upward and why. Department of management and organizational behavior New York University
  5. Morrison, E. W., See, K. E., & Caitlin P. (2015). An approach-inhibitation model of employee silence: the joint effects of personal sense of power and target openness. Personel psychology, 1–34. Doi: 10.1111/peps.12087
  6. Purba, D. E., & Seniati, A. N. L. (2004). Pengaruh Kepribadian dan Komitmen prihatsanOrganisasi Terhadap Organizational Citizenzhip Behavior. Makara, Sosial Humaniora, 8(No 3), 105–111
  7. Rees, C., Alfes, K., & Gatenby, M. (2013). Employee voice and engagement: connections and consequences. The International Journal of Human Resource Management, 24(14), 2780–2798. https://doi.org/10.1080/09585192.2013.763843
  8. Souba, W., Way, D., Lucey, C., Sedmak, D., & Notestine, M. (2011). Elephants in Academic Medicine. Academic Medicine, 86(12), 1492–1499. https://doi.org/10.1097/ACM.0b013e3182356559
  9. Van Dyne, L., Ang, S., & Botero, I.C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Jounal of Management Studies, 40(6), 1359-1392
  10. Zhao, H. (2014). Relative Leader-member Exchange and Employee Voice. Chinese Management studies, 8(1), 27-40. Doi: http://dx.doi.org/10.1108/CMS-01-2013-0016

Last update:

No citation recorded.

Last update:

No citation recorded.