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The Directional Nature of Organizational Relationships and Their Effect on Individual Performance and Turnover

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  • Majdi Anwar Quttainah
  • Dina Sabry Said

Abstract

The article identifies how differences in employee relationships with supervisors and co-workers affect employee performance and propensity to leave the organization. The study uses the leader–member exchange (LMX) and co-worker exchange (CWX) perspectives to understand these differences and the social capital theory to identify their impact, resulting in four relationship configurations with varying potential for success and vulnerability in organizations.

Suggested Citation

  • Majdi Anwar Quttainah & Dina Sabry Said, 2021. "The Directional Nature of Organizational Relationships and Their Effect on Individual Performance and Turnover," FIIB Business Review, , vol. 10(1), pages 5-15, March.
    • Handle: RePEc:sae:fbbsrw:v:10:y:2021:i:1:p:5-15
    DOI: 10.1177/2319714520972212
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    References listed on IDEAS

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    1. Ellinger, Alexander E. & Musgrove, Carolyn (Casey) Findley & Ellinger, Andrea D. & Bachrach, Daniel G. & Elmadağ Baş, Ayşe Banu & Wang, Yu-Lin, 2013. "Influences of organizational investments in social capital on service employee commitment and performance," Journal of Business Research, Elsevier, vol. 66(8), pages 1124-1133.
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    4. Duffy, Michelle K. & Ganster, Daniel C. & Shaw, Jason D. & Johnson, Jonathan L. & Pagon, Milan, 2006. "The social context of undermining behavior at work," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(1), pages 105-126, September.
    5. Sam Erevbenagie Usadolo & Queen Emwenkeke Usadolo & Blessing Makwambeni, 2020. "Influence of Leader-Member Exchange on Teachers’ Workplace Outcomes at Vocational Colleges in South Africa," Journal of African Business, Taylor & Francis Journals, vol. 21(2), pages 264-287, June.
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    Cited by:

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