Implications of organizational exchanges for accountability theory [An article from: Human Resource Management Review]

This digital document is a journal article from Human Resource Management Review, published by Elsevier in 2004. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.

Description:
This article presents interpersonal exchanges with leaders (LMX), team members (TMX) and organization (POS) as factors influencing the accountability process. It is argued that LMX influences perceived accountability developing in the inquiry stage. Variables inspired by the expectancy theory are introduced as moderators of the accountability-performance relationship, and LMX is argued to influence these moderators. In the accounting, judgment, and sanction stages, individuals are expected to account for their behaviors using the process and/or outcomes, based on the nature of their LMX. Finally, high-LMX members are expected to be favored in the judgment and sanctions stages. We also contend that accountability perceptions mediate the relationship between TMX, POS, and outcomes. In summary, relationships that individuals form in organizations influence accountability perceptions and subsequent outcomes.