Relationship between leader member exchange (LMX), high-involvement HRP and employee resilience on extra-role performance

This paper aims to examine the role of employee engagement as a mediator in the relationship of extra-role performance with leader member exchange, high-involvement human resource practices and employee resilience in the emerging service sector organizations in India

Neha Gupta; Vandna Sharma

2018

Scholarcy highlights

  • This paper aims to examine the role of employee engagement as a mediator in the relationship of extra-role performance with leader member exchange, high-involvement human resource practices and employee resilience in the emerging service sector organizations in India
  • Data have been gathered from 328 employees from executive and non-executive grades from metro rail organizations of North India through structured questionnaire
  • Findings reveal that all the constructs taken in the study – LMX, HI HRP and ER – had a positive influence on employees’ ERP through EE
  • This study is helpful in providing better understanding of the predictors of EE and the way it affects employees’ ERP for researches that are aiming to conduct related research studies in an Indian context
  • This study has considered the emerging service sector organizations in India that have not been endeavoured before as earlier studies concentrated more on Western countries
  • The result of the study is congruent with that of the previous studies by establishing a positive relationship between EE and employees’ extra-role performance and concludes that leader member exchange, high-involvement human resource practices and employee resilience have positive influence on EE

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