The Impact Of Leader-member Exchange On Employees’ Work Involvement

The evolution of the industry environment and structured organizations need companies use the minimal cost investment to obtain the interests of the maximum output. Both theoretical researchers and management practices point out that the changing internal and external environment of organizations require managers to pay more attention to individual contribution of employees. To improve the core competitiveness, the organization expects employees contribute more than the job itself, but playing the initiative and enjoying the work at the same time. The current research has explored the impact factors of work involvement and commitment from three aspects, including the individual, the organization and the society. From the perspective of the relationship between the leader and subordinates, the study has explored how the leader-member exchange influences the work involvement of employees, and has introduced the on-the-job embeddedness and affective commitment as a mediator.Based on the social exchange theory and resource conservation theory, the study has discussed the affects of the leader-member exchange to employees’work involvement according to170employee samples. Using the empirical research methods, the study has applied to maturity scale to obtain the data and adopted the reliability and validity analysis, correlation analysis, confirmatory factor analysis and regression analysis to validate the model and assumptions.According to the empirical analysis, the results have showed that the leader-member exchange has a significant positive effect on employees’on-the-job embeddedness, work involvement and affective commitment. In addition, the on-the-job embeddedness and affective commitment of employees act as a partial mediation. In summary, this study may enrich the research of the work involvement and on-the-job embeddedness, which has theoretical and practical significance in a certain extent.