Gelişmiş Arama

Basit öğe kaydını göster

dc.contributor.authorTarkang Mary, Magdaline Enow Mbi
dc.contributor.authorNange, Ruth Yunji
dc.contributor.authorÖztüren, Ali
dc.date.accessioned2023-09-20T11:44:30Z
dc.date.available2023-09-20T11:44:30Z
dc.date.issued2022en_US
dc.identifier.issn1472-3891
dc.identifier.issn1479-1854
dc.identifier.urihttps://hdl.handle.net/11363/5581
dc.description.abstractThe competitiveness in the hotel setting around the world is increasingly developing worldwide, as hotels try to follow innovative strategies to cultivate, and as customers have more alternatives to make choices. This paper makes use of 3 and 4 star hotels in the South-west region of Cameroon. Five-star hotels were not included in the study because none were found in the region. Leader–member exchange (LMX) induces good employee job performance and innovative outcomes through work engagement. Good behaviour can be seen in their positive innovations and voice contributions. As a result, leadership should be an essential part in the management setting; this work examines the influence of LMX on employees work engagement (EWE), and subsequently the effect of EWE on innovative work behaviour (IWB) and employee voice behaviour (EVB) in the hotels in the South-west region of Cameroon. Poor relationship between leaders and their subordinates hinders employee's progress and threatens the organizations' productivity and long-term success. Data used for the present study included 272 usable responses from hotel employees using three waves of collection with self-administered questionnaire. Correlation, confirmatory factor and path analysis were implored for data analysis. According to the results, it was confirmed that leader's positive interactive behaviour could have an expressive influence on their follower's engagement levels, propagated their innovation and positive voice suggestions. Staffs with EWE can express innovative behaviour and pursue innovation by voluntarily performing behaviours that are not included in their roles. Hence LMX inspired employee's engagement, and the study has great theoretical and practical implications included.en_US
dc.language.isoengen_US
dc.publisherWILEY, 111 RIVER ST, HOBOKEN 07030-5774, NJen_US
dc.relation.isversionof10.1002/pa.2317en_US
dc.rightsinfo:eu-repo/semantics/openAccessen_US
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United States*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/*
dc.titleInspiring employee voice through leader-member exchangeen_US
dc.typearticleen_US
dc.relation.ispartofJournal of Public Affairsen_US
dc.departmentİktisadi İdari ve Sosyal Bilimler Fakültesien_US
dc.authoridhttps://orcid.org/0000-0003-4356-2620en_US
dc.authoridhttps://orcid.org/0000-0001-8879-1916en_US
dc.identifier.volume22en_US
dc.identifier.startpage1en_US
dc.identifier.endpage13en_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.institutionauthorTarkang Mary, Magdaline Enow Mbi


Bu öğenin dosyaları:

Thumbnail

Bu öğe aşağıdaki koleksiyon(lar)da görünmektedir.

Basit öğe kaydını göster

info:eu-repo/semantics/openAccess
Aksi belirtilmediği sürece bu öğenin lisansı: info:eu-repo/semantics/openAccess