Study On The Impact Mechanism Of Leader-Member Exchange On Employee Engagement

With the advancement of science and technology, economic development, and fierce competition in the market, competition among enterprises is no longer a mere competition between products, but more of a competition between the qualities of human resources. More and more enterprises have begun to seen human resource as the first resource. Human resource management-oriented shift from controlling employee’s behavior to motivate them. How to promote employee engagement has become the most concerned topic among enterprises.Employee engagement is the extent to which employees identify and put into the role of the emotions. Kahn and Saks have pointed out that employee engagement is a concept associated with the role. Employee engagement affected by individual factors, organization factors significantly, but it also can better predict organizational performance and individual performance. Empirical researches on employee engagement were to investigate the influence factors of employee engagement, the outcome and its mediating effect between variables. Research shows that work superiors are very important factors affecting employee engagement. In the study of leadership theory, leader-member exchange is a concept which is very relevant to roles, it noted that the leader’s time, energy resources are limited, different subordinates can only be treated in different ways, this distinction has led to " outsiders " and " insiders " generation. Staff in the " circle" get more resources, trust, concern from the leadership, and thus treat themselves as "internal", resulting in a strong internal identity awareness. According to social exchange theory, in order to return to the leaders’ and organizations’recognition and trust, employee will engage in work and will be more loyal to the organization.Existing domestic studies on leadership-members exchange, perceived insider status, employee engagement concern more on the relationship between any two of the three variables, but exploration of them all within the same framework; especially perceived insider status is perceived as a mediating variable is also very rare.However, due to the special nature of China’s social relations, relations between leaders and subordinates is not limited to the working level, the impact of leaders on subordinates even penetrated into all aspects outside of work, in this cultural context, research leader-member exchange impact on employee engagement mechanism has practical significance. Meanwhile, the study suggests that the internal staff of the higher Perceived Insider Status, only show their willingness and dedication to produce more, but the will not necessarily lead to changes in attitude and behavior, it also affected by the personal qualities, and organization-based self-esteem as a personal trait, it is the expression of the ability of individuals within the organization, so this study selected organization-based self-esteem as an moderator status between perceived insider status and employee engagement.This article encompasses meaning, structure, cause and effect and mechanism of leader-members exchange, perceived insider status, Organization-Based Self-Esteem as well as employee engagement; and starting from the social exchange theory, leader-member exchange anu employee engagement were integrated to research.Based on the above considerations, this article will set leader-member exchange, perceived insider status and employee engagement as the research object, and perceived insider status as the mediating variables between leader-member exchange and employee engagement, while organization-based self-esteem as a moderator of perceived insider status and employee engagementThe article consists of the following six sections:The first part is an introduction. It is a brief introduction about the research background, significance, content, methods and structure.The second part is the literature review. It’s mainly about social exchange theory, leader-member exchange. employee engagement, perceived insider status, organization-based self-esteem on relevant literature review and summary of the comments, looking for gaps in current research and literature review and the starting point for further research.The third part is research hypotheses and the construction of theoretical models. According to the last chapter of the logical relationships. It establishes a structure research model, and then deducts the main effect, the intermediary role and moderator role, so the variables’relationship obtained theoretical support.The fourth part is the research design. First, give operational definition to each variable and determine the measurement tool, test a small sample to test and revise the scales to form the official scale, and process large sample data collection.The fifth part is the data analysis and hypothesis testing. Based on the basic questionnaire and valid samples analysis, independent samples T-test, univariate square analysis, Pearson’correlation analysis and multiple linear regression analysis and other methods to verify the theoretical assumptions of this paper.The sixth part is research conclusions and prospects for future research. This section summarizes the results and proposes innovation inadequacies.According to the test results, we draw the following conclusions:(1) structural dimensions of employee engagement:job engagement and organizational engagement, with good reliability and validity, with good applicability in China;(2) leader-member exchange on employee engagement has a significant positive predictor;(3)leader-member exchange positively predict work engagement, leader-member exchange positively predict organization engagement;(4) leader-member exchange positively predict Perceived Insider Status;(5)Perceived Insider Status positively predict employee engagement;(6) Perceived Insider Status intermediary effect tests;(7)organization-based self-esteem moderator effect tests. All in all, this article from the perspective of social exchange, analyses intrinsic mechanism between leadership-member exchange and employee engagement.Full Text via data analysis and hypothesis testing, draw conclusions, and provide some help and inspiration on management practices:(1) Organizational level:attention to improve their sense of belonging through management activities, systems and policies.(2) Leadership level:attention to self-esteem and staff relationships management.(3) Staff level:to improve their sense of professionalism.The innovation of this paper is:(1) from the leader-member exchange perspective to investigate the effect of exchange relations on employee engagement.(2) The introduction of Perceived Insider Status as an intermediary variable, Organization-Based Self-Esteem as a moderator and build leader-member exchange on employee engagement model.(3) The use of employee engagement dual dimension structure was tested leader-member exchange through perceived insider status impact on work engagement and organizational engagement, and to explore the influence of the strength of the comparison results.