Social Exchange Theory
Below you can see listed all of the Breeders registered with the Purebred Sheep Breeders Association of Nova Scotia who breed Social Exchange Theory.

Returning the Favor – Positive Employee Responses to Supervisor and Peer Support for Training Transfer

Drawing on social exchange theory and associated notions of reciprocity, we argue that interpersonal support for training transfer in the workplace is associated with increased employee task performance and organizational citizenship behavior (OCB) and reduced turnover intention. We test our hypotheses using survey data from 786 Chinese retail employees. The findings show that when employees perceive high levels of supervisor/peer support for training transfer, they are more likely to deliver higher levels of task performance and OCB in response, which in turn, lead to reduced turnover intention. We also found that the strength of the relationship between supervisor/peer support for training transfer on individuals’ OCB varied across regions within China. The results confirm the moderating role of regional context (coastal and inland regions) on the relationship between supervisor/peer support for training transfer on individuals’ OCB, with a stronger effect found in less economically developed inland regions. The moderating effect of region indicates that cross?cultural researchers need to be aware of possible within?country variations in employee attitudes and values.

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Comparison of Traditional, Step-Ahead, and Peer Mentoring on Proteges’ Support, Satisfaction, and Perceptions of Career Success: A Social Exchange Perspective

This study applied social exchange theory as a conceptual framework to examine the effectiveness of various types of mentors and mentor support on protÈgÈs’ satisfaction with their mentors, jobs, and perceived career success. Participants were 142 ethnically diverse protÈgÈs in informal mentoring relationships. It was found that role modeling, reciprocity, and vocational support predicted protÈgÈs’ satisfaction with their mentors. Vocational support was a significant predictor of protÈgÈs’ job satisfaction and perceived career success. ProtÈgÈs were more satisfied with, had higher job satisfaction, and reported that traditional mentors provided significantly more vocational and role modeling support than peer or step-ahead mentors.

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Changing the Lens: Viewing the Mentoring Relationship As Relational Structures in a Social Exchange Network

“Purpose ñ To expand the literature and enhance understanding of the mentoring process, this research proposes the social exchange theory (SET) as a framework for the exchanges that take place between individuals in a mentoring relationship.

Design/methodology/approach ñ A detailed literature review for mentoring and Fiskeís social
exchange theory propositions, as well as work by Hofstede on power distance, gender, and diversity studies, provide a new approach to mentoring research.

Findings ñ The four relational structures (communal sharing, authority ranking, equality matching and market pricing) developed by Fiske and the effects of diversity are integrated with the existing mentoring literature to create a new model explaining the effects exchange type and diversity have on the perceived amount of support given and received during the maturation process of the mentoring relationship.

Research limitations/implications ñ This paper extends an under-researched area of mentoring
with discussion and suggests areas for future research. Specifically, the study focuses on
operationalizing and testing the proposed, expanded mentoring model in both qualitative and
quantitative research for confirmation and further theory building.

Originality/value ñ By integrating mentoring and Fiskeís social exchange theories to provide an
alternative explanation for the mentoring process, this paper proposes a number of new possible relationships that will require quantitative, confirmatory research but should add significantly to this area of study. Propositions for further testing are provided as well as suggestions for operationalizing and testing the model.”

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