The objectives of this study are: (1) To determine whether the Leader-Member Exchange (LMX) and organizational culture can improve employee performance, (2) To conduct further research on employee performance by elaborating and analyzing variables that can affect work engagement, among others: members of the leadership and organizational culture. This research was conducted at a Telecommunication Company in Makassar, South Sulawesi with a sample size of 93 people. The analysis model used to determine the influence between variables was a structural model with the Partial Least Square (PLS) approach. In this study it was found that 1. LMX had no significant effect on job involvement. 2. LMX had no significant effect on worker performance. 3. Organizational culture had a significant effect on work engagement. 4. Organizational culture had a significant effect on employee performance, 5. Work management had no significant effect on employee performance. Leaders need to build high-level LMX relationships, equip workers with skills, increase employee professionalism and provide opportunities for employees, help solve the difficulties they face related to assigned tasks and make employees as friends so that they can increase their engagement and performance.

This research aimed to investigate the effect of leader-member exchange and employee motivation on organizational commitment, and the effect of organizational commitment on job performance. The research also examines the moderating effect of generation on the relationship between organizational commitment and job performance. The population of this research is the employees working in private organizations in Thailand. Data collection was performed using a convenient random method. 400 usable questionnaires were used for statistical analysis. The author analyzed Descriptive statistics by SPSS program version 25 while the SmartPLS 3.3.0 program was used to test the research hypotheses in Partial Least Square-Structural Equations Model (PLS-SEM). The finding revealed that leader-member exchange positively affected organizational commitment but employee motivation had no significant effect on organizational commitment. It also found that leader-member exchange had a positive effect on employee motivation. Another key point was organizational commitment significantly influenced on job performance. In addition, the study found the moderating effect of Generation on the relationship between commitment and job performance.

The social exchange perspective seeks to acknowledge, understand and predict the dynamics of social interactions. Empirical research involving social exchange constructs have grown to be highly technical including confirmatory factor analysis to assess construct distinctiveness and structural equation modeling to assess construct causality. Each study seemingly strives to assess how underlying social exchange theoretic constructs interrelate. Yet despite this methodological depth and resultant explanatory and predictive power, a significant number of studies report findings that, once synthesized, suggest an underlying persistent threat of conceptual or construct validity brought about by a search for epistemological parsimony. Further, it is argued that a methodological approach that embraces inherent complexity such as activity systems modeling facilitates the search for simplified models while not ignoring contextual factors.