Ravi S Gajendran | University of Illinois at Urbana-Champaign (original) (raw)
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Papers by Ravi S Gajendran
Research has convincingly shown that leader-member exchange (LMX) is associated with a range of b... more Research has convincingly shown that leader-member exchange (LMX) is associated with a range of beneficial outcomes for employees within organizations. As employees increasingly pursue boundaryless careers that straddle multiple organizations, it is important to ask: Do advantages from LMX extend beyond the current organization and persist even after employees have left it? We propose that employees in higher quality LMX relationships with their managers benefit from stronger professional development, which can pay off in the form of better career outcomes on the external job market. Further, after leaving, whether or not ex-employees (i.e., alumni) harbor goodwill towards their former organizations is likely to depend on their LMX quality prior to leaving. Alumni goodwill matters because organizations can potentially reap important strategic benefits from their alumni. Using time separated data including alumni interviews conducted by third-party consultants, we find that among employees who quit, pre-turnover LMX is positively related to higher salaries and greater responsibility in their next jobs, and is also positively related to alumni goodwill. Moreover, the strength of the LMX-alumni goodwill relationship depends on whether managers made robust retention efforts after employees communicated their decisions to quit.
The advent of liberalisation has clearly changed pay conditions in the firms by making pay more s... more The advent of liberalisation has clearly changed pay conditions in the firms by making pay more sensitive to
the performance of the firm, irrespective of its size. Changes in the level of sales and in the stock of all past
flows of profits significantly influence the incentive pay rises. With every Rs 100 increase in either sales or
shareholders' wealth, the pay of the CEO increases by 15 paise to 22 paise.
Journal of Applied Psychology, 2007
Journal of Applied Psychology, 2007
Research has convincingly shown that leader-member exchange (LMX) is associated with a range of b... more Research has convincingly shown that leader-member exchange (LMX) is associated with a range of beneficial outcomes for employees within organizations. As employees increasingly pursue boundaryless careers that straddle multiple organizations, it is important to ask: Do advantages from LMX extend beyond the current organization and persist even after employees have left it? We propose that employees in higher quality LMX relationships with their managers benefit from stronger professional development, which can pay off in the form of better career outcomes on the external job market. Further, after leaving, whether or not ex-employees (i.e., alumni) harbor goodwill towards their former organizations is likely to depend on their LMX quality prior to leaving. Alumni goodwill matters because organizations can potentially reap important strategic benefits from their alumni. Using time separated data including alumni interviews conducted by third-party consultants, we find that among employees who quit, pre-turnover LMX is positively related to higher salaries and greater responsibility in their next jobs, and is also positively related to alumni goodwill. Moreover, the strength of the LMX-alumni goodwill relationship depends on whether managers made robust retention efforts after employees communicated their decisions to quit.
The advent of liberalisation has clearly changed pay conditions in the firms by making pay more s... more The advent of liberalisation has clearly changed pay conditions in the firms by making pay more sensitive to
the performance of the firm, irrespective of its size. Changes in the level of sales and in the stock of all past
flows of profits significantly influence the incentive pay rises. With every Rs 100 increase in either sales or
shareholders' wealth, the pay of the CEO increases by 15 paise to 22 paise.
Journal of Applied Psychology, 2007
Journal of Applied Psychology, 2007