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An Analysis of Employees’ Recalled Role Negotiation Episodes
Unformatted Document Text:  Recalled Role Negotiation Episodes 18 of high and low LMX employees. The third hypothesis predicted that high quality LMX employees were more likely to engage in logrolling than low LMX employees. Chi-square tests failed to reveal significant differences in logrolling behavior between high and low LMX participants. Research Question Two inquired into the relationship between the importance of the requested role change and employees’ information giving behaviors. Participants perceived that 37% (n=23) of their supervisors viewed their role changes as a pivotal change while 44% and 19% viewed the role change as relevant and peripheral, respectively. Chi-square tests revealed that giving plan and idea information did not differ across the nature of the role change (i.e., pivotal, relevant, or peripheral). However, analyses revealed that problem-solving and simple request communicative acts varied across role changes ( χ 2 (2, N = 63) = 6.12, p<.05). Specifically, analyses indicated that employees seeking pivotal role changes engaged in problem-solving acts to a greater degree than by chance while those seeking relevant role changes made simple requests to a greater degree than by chance. The third research question investigated the relationship between employees’ report of the quality (LMX) of their supervisory relationship and the importance of their role change requests. Chi-square tests indicated that the distribution of pivotal, relevant, and peripheral role change requests differed significantly ( χ 2 (2, N = 63) = 6.70, p<.04) between high and low LMX employees. Subsequent analyses revealed that low LMX employees sought peripheral role changes to a greater degree than expected by chance. Conversely, high LMX employees sought fewer peripheral role changes than expected by chance. Research Question Four inquired into the relationship between relationship quality (LMX), nature of the role change, employee integrative behaviors, and reported role outcomes. Table 2 reports the means, standard deviations, and correlations between LMX and outcome variables.

Authors: Callies, Letticia. and Miller, Vernon.
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Recalled Role Negotiation Episodes
18
of high and low LMX employees.
The third hypothesis predicted that high quality LMX employees were more likely to engage
in logrolling than low LMX employees. Chi-square tests failed to reveal significant differences in
logrolling behavior between high and low LMX participants.
Research Question Two inquired into the relationship between the importance of the
requested role change and employees’ information giving behaviors. Participants perceived that
37% (n=23) of their supervisors viewed their role changes as a pivotal change while 44% and 19%
viewed the role change as relevant and peripheral, respectively. Chi-square tests revealed that
giving plan and idea information did not differ across the nature of the role change (i.e., pivotal,
relevant, or peripheral). However, analyses revealed that problem-solving and simple request
communicative acts varied across role changes (
χ
2
(2, N = 63) = 6.12, p<.05). Specifically, analyses
indicated that employees seeking pivotal role changes engaged in problem-solving acts to a greater
degree than by chance while those seeking relevant role changes made simple requests to a greater
degree than by chance.
The third research question investigated the relationship between employees’ report of the
quality (LMX) of their supervisory relationship and the importance of their role change requests.
Chi-square tests indicated that the distribution of pivotal, relevant, and peripheral role change
requests differed significantly (
χ
2
(2, N = 63) = 6.70, p<.04) between high and low LMX
employees. Subsequent analyses revealed that low LMX employees sought peripheral role changes
to a greater degree than expected by chance. Conversely, high LMX employees sought fewer
peripheral role changes than expected by chance.
Research Question Four inquired into the relationship between relationship quality (LMX),
nature of the role change, employee integrative behaviors, and reported role outcomes. Table 2
reports the means, standard deviations, and correlations between LMX and outcome variables.


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