Self-esteem moderates relationships between abusive supervision and workplace deviance

2004 ◽  
Author(s):  
Nancy Schaubhut ◽  
Gary A. Adams ◽  
Steve M. Jex ◽  
Simon Moon
Keyword(s):  
Abusive Supervision ◽  
Self Esteem ◽  
Workplace Deviance

Effects of Compassion on Employees' Self-regulation

2016 ◽  
Vol 44 (7) ◽  
pp. 1173-1190 ◽  
Author(s):  
Hyung Jin Choi ◽  
Sangmin Lee ◽  
Se-Ri No ◽  
Eung Il Kim
Keyword(s):  
Theoretical Model ◽  
Self Efficacy ◽  
Negative Emotions ◽  
Self Regulation ◽  
Self Esteem ◽  
Workplace Deviance ◽  
Intention To Quit ◽  
Mediating Effects ◽  
Positive Effects ◽  
Dependent Variables

We examined how compassion can alleviate employees' negative emotions, behaviors, and thoughts. On the basis of self-regulatory resources theory, we hypothesized that there would be relationships between the 2 mediating variables of self-esteem and self-efficacy, and the dependent variables of anxiety, burnout, workplace deviance, and intention to quit. We collected data on these variables from 284 nurses, who work in a stressful job that necessitates compassion from colleagues, to test our theoretical model. The results revealed that compassion alleviated negative emotions (anxiety and burnout), behavior (workplace deviance), and thoughts (intention to quit), with both self-esteem and self-efficacy having mediating effects. Thus, we demonstrated the specific path through which compassion can have positive effects on an organization's employees. We discuss the observed relationship between compassion and self-regulation, and theoretical contributions regarding differences between self-esteem and self-efficacy, as well as between anxiety and burnout.

Power Distance Orientation Dilutes the Effect of Abusive Supervision on Workplace Deviance

2017 ◽  
Vol 42 (4) ◽  
pp. 293-305 ◽  
Author(s):  
Imran Hussain ◽  
Surendra Kumar Sia
Keyword(s):  
Negative Impact ◽  
Power Distance ◽  
Abusive Supervision ◽  
Workplace Deviance ◽  
Positive Contribution ◽  
Deviant Behaviour ◽  
Organizational Deviance ◽  
Power Distance Orientation ◽  
Software Companies ◽  
And Performance

Deviant behaviour in workplace has become an issue of concern in today’s corporate world. As a result of hard costs, the negative impact of deviant behaviour leaves a devastating effect on overall productivity and performance of the organization. We assumed that abusive supervision will be positively related to employee’s interpersonal and organizational deviance. Moreover, we also hypothesized that this relationship of abusive supervision with both interpersonal and organizational deviance will be moderated by power distance. We verified the formulated hypotheses using data collected from 256 mid-level managerial employees working in IT and software companies based in Delhi (India). Data analysis was done through confirmatory factor analysis (CFA) and moderated regression analysis. Results reveal significant and positive contribution of abusive supervision towards employee’s workplace deviance. Power distance orientation significantly moderates the relationship between abusive supervision and employee’s interpersonal and organizational deviance. The implications for the result obtained are discussed.

When victims become culprits: The role of subordinates’ neuroticism in the relationship between abusive supervision and workplace deviance

2015 ◽  
Vol 72 ◽  
pp. 225-229 ◽  
Author(s):  
Patrick Raymund James M. Garcia ◽  
Lu Wang ◽  
Vinh Lu ◽  
Kohyar Kiazad ◽  
Simon Lloyd D. Restubog
Keyword(s):  
Abusive Supervision ◽  
Workplace Deviance ◽  
The Relationship

scholarly journals The relationship between abusive supervision and organizational trust: The role of subordinates’ self-esteem

2020 ◽  
Vol 38 (2) ◽  
pp. 181-197
Author(s):  
Maria João Velez
Keyword(s):  
Adverse Effects ◽  
Mediation Analysis ◽  
Organizational Trust ◽  
Abusive Supervision ◽  
Self Esteem ◽  
Organizational Settings ◽  
The Impact ◽  
The Relationship ◽  
Role Behaviors

Interest in abusive supervision (Tepper, 2000) has increased due to its serious personal andorganizational costs. As such, there is a need for additional studies that identify the individuals’ factorsthat can minimize the adverse effects of abusive supervision.Specifically, we predict employee self-esteem as a buffer of the relationship between abusivesupervision, organizational trust and in-role behaviors. Additionally, we suggest organizational trustas a possible mechanism linking abusive supervision to in-role behaviors. Our model was exploredamong a sample of 201 supervisor-subordinate dyads from different organizational settings. The resultsof the moderated mediation analysis supported our hypotheses. That is, abusive supervision wassignificantly related to in-role behaviors via organizational trust when employees’ self-esteem waslow, but not when it was high. These findings suggest that self-esteem buffers the impact of abusivesupervision perceptions on organizational trust, with consequences for performance.

Abusive supervision and workplace deviance: the role of negative reciprocity

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guglielmo Faldetta
Keyword(s):  
Theoretical Model ◽  
Organizational Behavior ◽  
Abusive Supervision ◽  
Workplace Deviance ◽  
Content Type ◽  
Deviant Behaviors ◽  
Negative Reciprocity ◽  
First Time ◽  
The Relationship

Purpose This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity as the main mechanism that can trigger this process. Design/methodology/approach This study is based on a literature review from organizational behavior and reciprocity fields and builds a theoretical model on the relationship between abusive supervision and workplace deviance within organizations. Findings This study develops a theoretical model where abusive supervision causes a feeling of injustice, which can motivate employees to seek revenge in the form of workplace deviant behaviors. Moreover, negative direct balanced reciprocity will moderate the relationship between the desire for revenge and minor interpersonal workplace deviance; negative direct non-balanced reciprocity will moderate the relationship between the desire for revenge and severe interpersonal workplace deviance; negative generalized balanced reciprocity will moderate the relationship between the desire for revenge and minor organizational workplace deviance; negative generalized non-balanced reciprocity will moderate the relationship between the desire for revenge and severe organizational workplace deviance. Originality/value Previous studies have used negative reciprocity as a moderator, but for the first time, it is split in direct and generalized and in balanced and non-balanced. In particular, when direct negative reciprocity is present, the revenge will take the form of interpersonal workplace deviance; when generalized negative reciprocity is present, the revenge will take the form of organizational workplace deviance. On the other side, when balanced reciprocity is present, revenge will take the form of minor workplace deviance, while when non-balanced reciprocity is present, revenge will take the form of severe workplace deviance.

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