研究期間：10208~10307;Timely feedback and assistance from supervisors plays an essential role in helping subordinates reach the goal and enhancing the effectiveness of performance management. Social interactions in organizations can be categorized into vertical and lateral relationships. The former refers to the dyadic relationship of leader-member exchange, while the latter is associated with the intragroup interactions among members, i.e., team-member exchange. Great interdependence characterized in team-oriented projects demands researchers’and practitioners’ increasing attention on the relevant issues to better understand the exchange relationships in organizations. A high level of leader-member exchange and team-member exchange leads to greater perceptual resourcefulness and thus alleviate role pressure resulted from jobs on the part of employees. The support and feedback from coworkers and supervisors may encourage employees to seek job-related negative feedback for breakthrough and enhancement for their job performance. The aspect of social exchange has not been well explored in prior research on role pressure. The clarification of the effects of group-level team-member exchange and individual-level leader-member exchange on employees’ perceived role pressure is conducive to our further understanding of their impact on managerial practice, especially for the Chinese context which greatly emphasizes social relationships. Therefore, this study adopts a multilevel perspective to investigate the effects of team-member exchange and leader-member exchange on employees’ perceived role pressure, and the subsequent effect on employees’negative feedback-seeking behavior and job performance. To avoid the problem of common method variance, in-dyad method will be used to collect data from questionnaires distributed to supervisors and subordinates in the private companies and privatized state enterprise in Taiwan. Hierarchical linear modeling will be used for data analysis. The results of the study are expected to broaden the horizon in understanding the concepts and effects of team-member exchange as well as leader-member exchange in future research and managerial practice.
