Organizational Psychology

Purpose. The purpose of the study was to explore how relational beliefs — Team-MemberExchange (TMX), and Leader-Member Exchange (LMX) — may affect the organizational commitment. Method. The survey involved 547 employees of industrial enterprises in North Vietnam. The average age of respondents is 29.2 years; average work experience is six years; 54.2% of them are women. Hypothesis 1: there is a direct correlation between LMX and TMX, on the one hand, and organizational, affective, normative, and continued employee commitment, on the other. Hypothesis 2: LMX has a better prediction of organizational commitment than TMX. Three scales were used to collect empirical data: 1) A. Sears scale for measuring relationships with colleagues; 2) the scale by R. Liden and J. Maslyn to measure the relationship with the leader; 3) the scale of organizational commitment by J. Meyer and N. Allen. Results. Relations with colleagues (M = 3.70, SD = 0.64) are rated higher than relations with a manager (M = 3.52, SD = 0.63), the difference is statistically significant (p < 0.01). There is afairly strong direct correlation between relationships with colleagues and organizational commitmentin general (r = 0.53, p < 0.01) and its components, including affective, normative, and continued commitment (r = 0.55, r = 0.51, r = 0.51, p < 0.01 respectively). Findings. The results of the study show that both TMX and LMX are directly correlated with the organizational commitment of employees, but the relationship with the leader is the best predictor of organizational commitment. In addition, both types of relationships directly correlate with affective, normative, and continued commitment. In this case, LMX is better predicts the continued commitment than TMX, but prediction of affective commitment is lower. LMX is better predicts the continued commitment than TMX, but prediction ofaffective commitment is lower. In addition, the presence of one of two types of relationships reducesthe predictive effect of the second type of relationship on the organizational commitment of employees. The value of the results. The results can provide the specific guidelines for developing strategies to enhance the components of organizational commitment, depending on employees characteristics. The article proposes personal and organizational strategies to strengthen the commitment of workers in general and the individual components of commitment in particular.