- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Leader-Member Exchange Theory
The leader-member exchange (LMX) theory describes how leaders develop "unique" working relationships with each of their subordinates, based on the nature of their social exchanges. Each leader-subordinate relationship differs in terms of both the feelings present and the behaviours demonstrated. Higher-quality relationships are reflected by more positive attitudinal statements, closer emotional ties, and stronger mutual commitment and loyalty, as well as more employee influence and autonomy. Based on these relationships, leaders tend to develop in-groups — those subordinates who are part of their "team"— and out-groups — those who are not.
Research has found that in-group members perform better, have higher levels of satisfaction, tend to be promoted more quickly, and have lower turnover rates. This implies that employees should try to be in the in-group if they desire more rewards. Managers need to be aware that these two distinct groups can develop, with both positive and negative consequences. If the in-group includes practically every employee, then all workers will be more likely to receive these positive outcomes. Out-group members, though, will often feel disenchanted and resentful and lose their team identification and commitment.
Although the theory is somewhat vague on how leader-member exchange relationships develop, some recent research suggests that friendship and the process of forming friendships may be similar to the LMX relationship development process and have similar effects. Simply becoming and remaining friends on the job may be the essential element of positive LMX relationships and may assist the leader in motivating employees.
Which of these statements expresses the main idea of the text?
The leader-member exchange theory describes how leaders develop "unique" working relationships with each of their subordinates.
Each leader-subordinate relationship differs in terms of both the feelings present and the behaviours demonstrated.
Based on leader-subordinate relationships, leaders tend to develop in-groups and out-groups.
Friendship and the process of forming friendships may be similar to the LMX relationship development process and have similar effects.
2. Find in the text English equivalents of these words and phrases.
1. обмін |
8. відображатися |
15. означати |
2. унікальний |
9. твердження, в якому відображається ставлення (до чогось) |
16. усвідомлювати |
3. службові взаємини |
10. близькі емоційні зв’язки |
17. позитивні й негативні наслідки |
4. соціальні зв'язки |
11. сильна взаємна відповідальність і відданість |
18. отримати позитивні результати |
5. стосунки між лідером і підлеглим |
12. задоволення |
19. почуватися розчарованим та скривдженим |
6. відрізнятися |
13. просуватися (по службі) |
20. втрачати почуття командного зв'язку й відповідальності |
7. з точки зору |
14. низький рівень звільнень |
21. неясний, невизначений |
3. Are these statements true or false? Correct the false ones.
Positive attitudinal statements, close emotional ties, strong mutual commitment and employee dependence are signs of excellent relationships.
In-group members have been found to perform better, have higher levels of satisfaction, and have lower turnover rates.
If the in-group includes practically every employee, then all workers are expected to receive positive results.
Becoming and remaining friends on the job may stop the leader from motivating employees.
4. Answer the questions.
What is the basis of "unique" working relationships of leaders with their subordinates, according to the leader-member exchange theory?
What is the difference between in-groups and out-groups?
Can in-groups and out-groups develop only with positive consequences?
What are the possible negative consequences that out-group members can receive?
Does the leader-member exchange theory clearly show how leader-member exchange relationships develop?
5. Write a summary of the text.
TEXT 26