The Consequences of Incongruent Abusive Supervision: Anticipation of Social Exclusion, Shame, and Turnover Intentions

2021 ◽  
pp. 154805182110054
Author(s):  
Benjamin A. Korman ◽  
Christian Tröster ◽  
Steffen R. Giessner
Keyword(s):  
Theoretical Model ◽  
Social Exclusion ◽  
Turnover Intentions ◽  
Abusive Supervision ◽  
Employee Responses

We investigated the turnover intentions of employees who perceive that they are being treated with more or less abusive supervision than their coworkers. We call this incongruent abusive supervision. Our findings support our theory that employees associate incongruent abusive supervision with the anticipation of social exclusion from their coworkers. Furthermore, this appraisal of social exclusion threat is associated with feelings of shame, which, in turn, increase turnover intentions. Two experimental vignettes provide support for our theoretical model. These findings demonstrate the effect that incongruent abusive supervision has on employees’ reactions to abusive supervision and introduces shame as an emotional mechanism important for understanding employee responses to supervisor abuse both when they are singled out for abuse and when they are spared abuse while their coworkers are not.

Abusive supervision, supervisor undermining, and turnover intentions: mediation of quiescent silence and desire to seek revenge among Thai banking frontliners

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gul Afshan ◽  
Muhammad Kashif ◽  
Damrong Sattayawaksakul ◽  
Pimpa Cheewaprakobkit ◽  
Shanika Wijenayake
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Abusive Supervision ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Content Type ◽  
Trickle Down

Purpose Drawing on the social exchange theory, this study aims to investigate the destructive impact of abusive supervision and supervisor undermining on quiescent silence and turnover intentions among frontline employees. Whether quiescent silence and the desire to seek revenge mediate the path from aggressive supervisory behaviors to turnover intentions is explored. Design/methodology/approach Following a time-lagged design, the authors collected data from 350 frontline banking officers in Thailand by a survey. For data analysis purposes, structural equation modeling procedures are used through Smart partial least square version 3.2.0. Findings Uniquely, findings suggest that abusive supervision does not result in any form of retaliation. Supervisor undermining has a trickle-down effect on the desire to revenge, quiescent silence and turnover intentions. For supervisor undermining, the direct path, as well as mediating roles are supported by data. Practical implications The findings of this study suggests organizational systems should discourage supervisors from undermining the subordinates. There is a need to offer regular training to supervisors. Furthermore, employees should be provided some platforms and the freedom to positively speak at work. Above all, supervisors should be more inspiring which can dilute negative perceptions of abuse. Originality/value The proposed mediation of desire to revenge and quiescent silence is unique to this study. Moreover, the challenge to the traditional trickle-down effects of abusive supervision is a unique intervention in the organizational behavior literature.

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.

When and How Subordinate Performance Leads to Abusive Supervision: A Social Dominance Perspective

2016 ◽  
Vol 44 (7) ◽  
pp. 2801-2826 ◽  
Author(s):  
Abdul Karim Khan ◽  
Sherry Moss ◽  
Samina Quratulain ◽  
Imran Hameed
Keyword(s):  
Theoretical Model ◽  
Indirect Effect ◽  
Social Dominance ◽  
Social Dominance Orientation ◽  
Abusive Supervision ◽  
Perceived Threat ◽  
Social Dominance Theory ◽  
Subordinate Performance ◽  
High Performers ◽  
Using Data

While we would typically expect poor performers to elicit abusive responses from their supervisors, we theorize that high performers may also be victims of abusive supervision. Specifically, we draw on social dominance theory to hypothesize and demonstrate that subordinate performance can have a positive, indirect effect on abusive supervision through the mediator of perceived threat to hierarchy. And this positive indirect effect prevails when the supervisor’s social dominance orientation is high. We found support for our theoretical model using data collected from supervisor–subordinate dyads.

Abusive Supervision and Turnover Intentions: A Person-Environment Fit Perspective

2015 ◽  
Vol 2015 (1) ◽  
pp. 17813
Author(s):  
Ericka R. Lawrence ◽  
Katerina Gonzalez ◽  
Dorian Boncoeur ◽  
C. Justice Tillman
Keyword(s):  
Turnover Intentions ◽  
Abusive Supervision ◽  
Person Environment Fit

The Motivational Effects of Diminished Self-Esteem for Employees Who Experience Abusive Supervision

2015 ◽  
Vol 43 (7) ◽  
pp. 2218-2251 ◽  
Author(s):  
Ryan M. Vogel ◽  
Marie S. Mitchell
Keyword(s):  
Turnover Intentions ◽  
Abusive Supervision ◽  
Personal Control ◽  
Field Studies ◽  
Self Esteem ◽  
The Self ◽  
Work Behavior ◽  
High Turnover ◽  
Daily Diary Study ◽  
Theoretical Perspectives

This research considers two theoretical perspectives on employees’ motivation associated with diminished self-esteem from abusive supervision. The self-defense view of diminished self-esteem suggests that abusive supervision motivates destructive behavior in an attempt to reassert personal control and protect victims’ self-image. The self-presentational view of diminished self-esteem suggests abusive supervision motivates behavior that attempts to signal fit with and value to the workgroup and organization. On the basis of these two theoretical perspectives, we examine how employees’ diminished self-esteem from abusive supervision can motivate destructive work behavior (i.e., supervisor-directed deviance, organizational deviance) and self-presentational behavior (i.e., putting on a façade, ingratiation). Additionally, employees’ turnover intentions, which are an indicator of employees’ psychological detachment from the organization, are considered a moderator of the effects of abusive supervision on diminished self-esteem and associated behavior such that high turnover intentions attenuate the effects. Results of two field studies and a daily diary study support the hypothesized model and show that abusive supervision indirectly influences employees’ workplace deviance and self-presentational behavior via diminished self-esteem. As predicted, the effects are stronger for employees with lower versus higher turnover intentions.

scholarly journals The impact of abusive supervision and co-worker support on hospitality and tourism student employees’ turnover intentions in Ecuador

2015 ◽  
Vol 21 (7) ◽  
pp. 775-790 ◽  
Author(s):  
Shi Xu ◽  
Larry R. Martinez ◽  
Hubert Van Hoof ◽  
Michael Tews ◽  
Leonardo Torres ◽  
...  
Keyword(s):  
Turnover Intentions ◽  
Abusive Supervision ◽  
Student Employees ◽  
Worker Support ◽  
Hospitality And Tourism ◽  
The Impact

Abusive supervision and turnover intentions: The mediating role of perceived organisational support

2015 ◽  
Vol 22 (2) ◽  
pp. 139-153 ◽  
Author(s):  
Jarrod M. Haar ◽  
Alida de Fluiter ◽  
David Brougham
Keyword(s):  
New Zealand ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Ethnically Diverse ◽  
Abusive Supervision ◽  
Blue Collar Workers ◽  
Mediating Role ◽  
Organisational Support ◽  
Perceived Organisational Support

AbstractAbusive supervision has a significant impact on employee turnover intentions. An underexplored factor in this area is the influence of support: we test perceived organisational support as a mediator. The present study utilised data from three distinct populations within New Zealand: (1) ethnically diverse blue-collar workers, (2) Māori (the indigenous people of New Zealand) employees, and (3) Chinese employees working within New Zealand. Structural equation modelling from the combined sample of 432 respondents (in total) showed that the indirect-effects model fit the data best, where abusive supervision was positively related to turnover intentions and negatively towards perceived organisational support; while support was negatively related to turnover intentions. Our findings bear out the notion that organisational support mediates the influence of abusive supervision on turnover intentions, highlighting the effect of organisational influence within this area. By exploring these relationships on three distinct populations, this study improves the generalisability of the related theories.

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