Kacmar K Michele, Witt L A, Zivnuska Suzanne, Gully Stanley M
Department of Management, College of Business, Florida State University, Tallahassee 32306-1110, USA.
J Appl Psychol. 2003 Aug;88(4):764-72. doi: 10.1037/0021-9010.88.4.764.
The authors tested the hypothesis that communication frequency moderates the relationship between leader-member exchange (LMX) and job-performance ratings. In a study of 188 private sector workers, they found that LMX was more strongly related to job-performance ratings among individuals reporting frequent communication with the supervisor than among those reporting infrequent communication. At high levels of LMX, workers reporting frequent communication with the supervisor received more favorable job-performance ratings than did workers reporting infrequent communication. In contrast, at low levels of LMX, workers reporting frequent communication with the supervisor received less favorable job-performance ratings than workers reporting infrequent communication. The authors conducted a 2nd study of 153 public sector workers to provide a constructive replication and found similar results.
沟通频率会调节领导成员交换（LMX）与工作绩效评级之间的关系。在一项针对188名私营部门员工的研究中，他们发现，与主管沟通频繁的员工中，LMX与工作绩效评级的关联比沟通不频繁的员工更强。在LMX水平较高时，与主管沟通频繁的员工比沟通不频繁的员工获得更有利的工作绩效评级。相比之下，在LMX水平较低时，与主管沟通频繁的员工比沟通不频繁的员工获得的工作绩效评级更不利。作者对153名公共部门员工进行了第二项研究，以进行建设性复制，并得到了类似的结果。
