The impact of leader member exchange on shop-floor worker innovation in South African manufacturing firms

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dc.contributor.advisor Barnard, Helena en
dc.contributor.postgraduate Jordaan, Carl David en
dc.date.accessioned 2013-09-07T19:24:04Z
dc.date.available 2013-04-30 en
dc.date.available 2013-09-07T19:24:04Z
dc.date.created 2013-04-25 en
dc.date.issued 2012 en
dc.date.submitted 2013-02-23 en
dc.description Dissertation (MBA)--University of Pretoria, 2012. en
dc.description.abstract This study investigates the impact that certain constructs of Leader Member Exchange (LMX) between supervisors and shop floor workers of South African manufacturing firms have on the willingness of the shop floor workers to introduce new ideas. In particular, the constructs; trust, development of skills and inclusion of the worker is examined. Since shop-floor workers are intimately involved with their day to day operations and work at the coalface, the ideas recommended by these individuals are suggested to often be antecedents of innovation. By gaining an understanding of the relationship between the aforementioned LMX constructs and the willingness of shop floor workers to introduce new ideas, certain modes of behavioural interaction can be implemented in order to enhance shop floor innovation. It is argued that such strategic intervention in turn will result in shop floor innovation as a source of competitive advantage for an organisation.The primary data was collected through physical interviews using a questionnaire that addresses all the mentioned constructs. All of the 50 dyads were usable in the correlation and regression models run. The outcome of this research supports the literature that trust and inclusion are positively correlated with the willingness of shop floor workers to introduce new ideas. Notably was the extent to which workers and supervisors perceived levels of worker inclusion differently. The regression analysis reveals that some of the willingness of workers to introduce new ideas can be explained by the presence of all three explanatory variables namely, trust, development and inclusion. The research has shown that trust contributes to willingness of workers to introduce new ideas, but in contrast to literature, development has a negative impact. The results provide insight into the relationships between these constructs and the willingness of shop floor workers in South African manufacturing firms to introduce new ideas. en
dc.description.availability unrestricted en
dc.description.department Gordon Institute of Business Science (GIBS) en
dc.identifier.citation Jordaan, CD 2012, The impact of leader member exchange on shop-floor worker innovation in South African manufacturing firms, MBA dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-02232013-111747/ en
dc.identifier.other >F13/4/181/zw en
dc.identifier.upetdurl http://upetd.up.ac.za/thesis/available/etd-02232013-111747/ en
dc.identifier.uri http://hdl.handle.net/2263/30609
dc.language.iso en
dc.publisher University of Pretoria en_ZA
dc.rights © 2012 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. en
dc.subject UCTD en_US
dc.subject Development en
dc.subject Trust en
dc.subject Leader member exchange (lmx) en
dc.subject Inclusion en
dc.subject New ideas en
dc.subject Innovation en
dc.title The impact of leader member exchange on shop-floor worker innovation in South African manufacturing firms en
dc.type Dissertation en


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