The Study Of The Impact Of Leader-member Exchange On Job Involvement In Family Enterprises

Family enterprises have become an important part of national economy and givena great impetus to Chinese socialist market economy. However, compared with otherenterprises’ management systems, management problems of family enterprisesgradually appear after the company has reached a certain scale, especially on themanagement of leader-member relationship and job involvement.This paper probes into the relationship between leader-member exchange andemployees’ job involvement, taking the Chinese family enterprise employees assamples and with the organizational justice as the mediator. This paper also attempts toput forward effective management suggestions for the purpose of balancing theleader-member relationship and rewarding employees’ job involvement in the familyenterprises. Firstly, academic literature concerning the current situation of familyenterprises, leader-member exchange, organizational justice, job involvement andmeasurement methods are reviewed. And the relationship between the three variablesis analyzed in order to build a solid theoretical foundation for the following mechanismanalysis together with theoretical model building and then propose research hypotheses.The theoretical model divides leader-member exchange relationship into fourdimensions， organizational justice into four dimensions and employees’ jobinvolvement into three dimensions and then conducts the investigation of their mutualrelationship and the mediator effect of organizational justice. Secondly, this paperconducts the empirical research into the impact of leader-member exchange on jobinvolvement in Chinese family enterprises. The major data analyses are mainlyconducted through regression analysis to testify the three adopted scales, researchhypotheses and support the theoretical model. The total of380questionnaires areissued and354questionnaires are collected, with the response rate93.1%. Andeffective questionnaires are340and the valid response rate89.5%.According to statistical analysis, a few conclusions are illustrated as follows. Thethree scales adopted have good reliability and validity. There is a significant positivecorrelation between leader-member exchange and job involvement, and the impact ofleader-member exchange on distributive justice, procedural justice, interpersonaljustice and informational justice is also great, with no difference among the fourdimensions. Organizational justice is in positive correlation with job involvement and informational justice is the largest factor influencing job involvement in Chinesefamily enterprises. By comparison, distributive justice and interpersonal justicecontribute less to job involvement. The organizational justice is a significantintervening variable between the leader-member exchange and job satisfaction andinformational justice has the significant intervening effect and interpersonal justice hasthe lowest intervening effect. The relationship between leader-member exchange andjob involvement is positive correlation. Finally, based on the empirical research results,family enterprise leaders are advised to maintain organizational justice and leadershipjustice and interact with their employees deeply and effectively. Besides, the leadersalso need to treat their employees differently in terms of their employees’ performance.