臺灣博碩士論文加值系統

The study integrates the social exchange and the goal orientations theories to examine the effects of leader-member exchange(LMX) on employee performance through the mediation of goal orientations. Analytical data collected from Indonesia show that LMX indeed can advance both learning and performance goal orientations. Although performance goal orientation can improve both employee task and innovative performance, learning goal orientation can promote task performance only. Moreover, performance goal orientation partially mediates the relationship between LMX and employee task performance. The study contributes to the social exchange theory by identifying critical mediators that help convert the social relationships between a leader and his/her subordinates into effective performance outcomes.

TABLE OF CONTENTS
ABSTRACT I
ACKNOWLEDGEMENTS II
TABLE OF CONTENTS III
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation. 1
1.2 Research Objectives and Contribution. 5
1.3 Research Procedures. 8
1.4 Research Structures. 9
CHAPTER TWO LITERATURE REVIEW 11
2.1 Theoretical Background: Social Exchange Theory (SET). 11
2.2 Definition of Independent Variables. 13
2.2.1 Leader Member Exchange. 13
2.3 Definition of Dependent Variable. 14
2.3.1 Task Performance. 14
2.3.2 Innovative Performance. 16
2.4 Definition of Mediating Variables. 18
2.4.1 Learning Goal Orientation. 18
2.4.2 Performance Goal Orientation. 20
2.5 Development of Research Hypotheses. 20
2.5.1 The Relationship between Leader Member Exchange and Learning Goal Orientation. 20
2.5.2 The Relationship between Leader Member Exchange and Performance Goal Orientation. 22
2.5.3 The Relationship between Learning Goal Orientations and Task Performance and Innovative Performance. 23
2.5.4 The Relationship between Performance Goal Orientations and Task Performanceand Innovative Performance. 24
2.5.5 The Mediating Effect of Learning Goal Orientation on the Relationships between Leader-member Exchange, and Task Performance and Innovative Performance. 26
2.5.6 The Mediating Effect of Performance Goal Orientation on the Relationships between Leader-member Exchange, and Task Performance and Innovative Performance. 27
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 29
3.1 Conceptual Model. 29
3.2 Definitions of Variables. 30
3.3 Summary of Hypotheses. 31
3.4 Construct Measurement. 32
3.4.1 Leader Member Exchange. 32
3.4.2 Learning Goal Orientation. 32
3.4.3 Performance Goal Orientation. 33
3.4.4 Task Performance. 34
3.4.5 Innovative Performance. 34
3.5 Sampling Plan and Data Collection. 35
3.6 Control Variables. 36
3.6.1 Gender. 36
3.6.2 Age. 36
3.6.3 Education. 37
3.6.4 Industry of the Organization. 37
3.6.5 Position. 37
3.6.6 Duration in the Current Position (Tenure). 37
3.7 Method of Analysis. 38
3.7.1 Descriptive Statistic Analysis. 38
3.7.2 Confirmatory Factor Analysis (CFA). 38
3.7.3 Reliability Analysis (Cronbach’s Alpha). 39
3.7.4 Pearson’s Correlation. 39
3.7.5 Hierarchical Regression Analysis. 39
3.7.6 Common Method Variance (CMV). 39
CHAPTER FOUR RESEARCH RESULTS 41
4.1 Data Collection. 41
4.2 Descriptive Analysis. 42
4.3 Confirmatory Factor Analysis (CFA). 44
4.4 Reliability and Validity Test. 48
4.5 Mean, Standard Deviation, and Pearson’s Correlation. 51
4.6 Hierarchical Regression Analysis. 53
4.6 Common Method Variance. 58
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 59
5.1 Discussion and Conclusion. 59
5.1.1 Theoretical Implications. 59
5.1.2 Managerial Implications. 65
5.2 Limitations and Future Directions. 66
REFERENCES 67
APPENDICES 75
Appendix: Questionnaires 75
Appendix 1: Questionnaires Designed for Supervisors (English) 76
Appendix 2: Questionnaires Designed for Supervisors (Indonesia) 81
Appendix 3: Questionnaires Designed for Employee (English) 86
Appendix 4: Questionnaires Designed for Employee (Indonesia) 92



LIST OF TABLES
Table 3-1 Variables and Definitions 30
Table 3-2 Summary of Hypotheses 31
Table 3-3 Measurement for Leader Member Exchange 32
Table 3-4 Measurement for Learning Goal Orientation 33
Table 3-5 Measurement for Performance Goal Orientation 33
Table 3-6 Measurement for Task Performance 34
Table 3-7 Measurement for Innovative Performance 35
Table 3-8 Numbers of Questionnaires Items 35
Table 4-1 Characteristics of Respondents for Supervisor and Manager (N=161) 43
Table 4-2 Characteristics of Respondents for Employee or Subordinates (N=161) 44
Table 4-3 Confirmatory Factor Analysis Result (CFA) of Full Measurement Model 45
Table 4-4 Reliability Test 49
Table 4-5 Convergent Validity 50
Table 4-6 Means, Standard Deviations, and Correlations (N=161) 52
Table 4-7 Heriarchical Regression Analysis Result 53
Table 4-8 Heriarchical Regression Analysis Result (Mediating) 57
Table 4-9 Common Method Variance Analysis 58
Table 5-1 Summary of Hypotheses Testing 60


LIST OF FIGURES
Figure 1-1. Flow chart of the study 9
Figure 3-1.Conceptual model and research hypotheses 29
Figure 4-1.Confirmatory factor analysis (CFA) 48

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