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LMX and HRM: a multi-level review of how LMX is used to explain the employment relationship

In: Elgar Introduction to Theories of Human Resources and Employment Relations

Author

Listed:
  • Anna Bos-Nehles
  • Mieke Audenaert

Abstract

This chapter focuses on the use of leader-member exchange (LMX) theory in HRM research. Considering the relationship between managers and employees, LMX theory can explain differences between how people are managed at work. By distinguishing between high- and low-quality LMX exchanges, and economic and social HRM exchanges, HRM scholars can understand why some employees perceive more or less HRM practices and express higher or lower levels of job satisfaction, commitment or performance. This chapter presents ways in which HRM and LMX combine to affect employees, and ends with the development of a research agenda for the use of LMX theory in HRM research.

Suggested Citation

  • Anna Bos-Nehles & Mieke Audenaert, 2019. "LMX and HRM: a multi-level review of how LMX is used to explain the employment relationship," Chapters, in: Keith Townsend & Kenneth Cafferkey & Aoife M. McDermott & Tony Dundon (ed.), Elgar Introduction to Theories of Human Resources and Employment Relations, chapter 23, pages 336-351, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:17759_23
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    Citations

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    Cited by:

    1. Audenaert, Mieke & Decramer, Adelien & George, Bert, 2021. "How to foster employee quality of life: The role of employee performance management and authentic leadership," Evaluation and Program Planning, Elsevier, vol. 85(C).
    2. MaruÅ¡a Premru & Matej ÄŒerne & SaÅ¡a BatistiÄ, 2022. "The Road to the Future: A Multi-Technique Bibliometric Review and Development Projections of the Leader–Member Exchange (LMX) Research," SAGE Open, , vol. 12(2), pages 21582440221, May.

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