Functionalised polymers

Synthetic routes to polymers possessing functional groups were studied. Direct functionalisation of poly(vinyltoluene) by lithiation and carboxylation resulted in the expected carboxylic acid but reaction was complicated by the production of a mixture of products. Reaction occurred both at the polymer backbone and at the pendant methyl group. Reaction with ethyl formate was also difficult to control and a secondary alcohol was formed even when an excess of the carbonyl compounds was employed. Grignard formation of poly(bromostyrene) was successful but once formed, the derivative rearranged resulting in chain scission and degradation of the polymer. Therefore subsequent reactions of the Grignard reagent with carbonyl groups were unsuccessful in producing functionalised polymers. Reactions of vinyltoluene monomer were more successful. Although complications arose when lithiation and carboxylation of the monomer were carried out using lithium diisopropylamide because the carboxylic acid product reacted with the excess lithium diisopropylamide present, metallation by potassium t-butoxide followed by reaction with 2-(3-chloropropyl)-2-methyl-1,3-dioxalane resulted in the formation of 2-methyl-2(4-(vinylphenyl)-butyl-1,3,-dioxalane. The butyllithium initiated anionic polymerisation of this protected monomer resulted in a polymer which had a very narrow molecular weight distribution (Mw/Mn= 1.05) and subsequent hydrolysis of the polymer resulted in poly(6(vinylphenyl)-hexan-2-one) which was derivatised with 2,4 dinitrophenyl-hydrazine. Functionalisation by modification of the siloxane derivative 3-(methylpropenoxycarbonyl)ltrimethoxysilane was unsuccessful. The acid catalysed exchange reactions of this monomer with alcohols such as eugenol, octan-1-ol, pentan-1-ol, and hexan-1-ol were inefficient, resulting in a mixture of products and unreacted starting materials.

Beyond personal Leader Member Exchange (LMX) quality:the effects of perceived LMX variability on employee reactions

A fundamental tenet of Leader–Member Exchange (LMX) theory is that leaders develop different quality relationships with their employees; however, little research has investigated the impact of LMX differentiation on employee reactions. The current research investigates whether perceptions of LMX variability (the extent to which LMX relationships are perceived to vary within a team) affects employee job satisfaction and wellbeing beyond the effects of personal LMX quality. As LMX variability runs counter to principles of equality and consistency, which are important for maintaining social harmony in groups, it is hypothesized that perceptions of LMX variability will have a negative effect on employee reactions, via its negative impact on perceived team relations. Two samples of employed individuals were used to investigate the hypothesized relationships. In both samples, an individual's perception of LMX variability in their team was negatively related to employee job satisfaction and wellbeing (above the effects of LMX), and this relationship was mediated by reports of relational team conflict.

Leader-member exchange, group- and individual-level procedural justice and reactions to performance appraisals

Previous research has established that relationships with authority figures and procedural justice perceptions are important in terms of the way in which employees react to organizational procedures that affect them. What is less clear are the reasons why exchange quality with authorities is related to perceptions of process fairness and the role of procedural justice climate in this process. Results indicate that individual-level perceptions of procedural justice, but not performance ratings, partially mediate the relationship between exchange quality and reactions to performance appraisals, and that procedural justice climate is positively related to perceptions of procedural justice and appraisal reactions. These results support a more relational than instrumental view of justice perceptions in organizational procedures bound by exchange quality with an authority figure. Our study suggests that it is essential for managers to actively monitor and manage employee perceptions of process fairness at the group and individual levels. © 2015 Wiley Periodicals, Inc.