scholarly journals Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

2021 ◽  
Vol 12 ◽  
Author(s):  
Rana Faizan Gul ◽  
Liu Dunnan ◽  
Khalid Jamil ◽  
Fazal Hussain Awan ◽  
Basharat Ali ◽  
...  
Keyword(s):  
Psychological Contract ◽  
Abusive Supervision ◽  
Sales Force ◽  
Partial Least Square ◽  
Insurance Companies ◽  
Equation Modeling ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Hiding Behavior ◽  
Knowledge Hiding

The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) among sales force of insurance companies in Pakistan. The paper also strives to theoretically discuss and then seek empirical evidence to the mediational paths of psychological contract breach that explain the focal relationship between abusive supervision and knowledge hiding. To test the proposed hypotheses, the study draws cross-sectional data from sales force of insurance companies working in Pakistan. Data were collected through structured questionnaire and using convenient sampling technique. The final sample of 340 valid and complete responses analyzed using structured equation modeling (partial least square) approach. Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviors. Also, mediating variable psychological contract breach partially mediates the abusive supervision-knowledge hiding behavior linkage. Current study has tested the positive relationship between abusive supervision and knowledge hiding behaviors unlike most of the previous investigations that have focused on knowledge sharing behavior. The study also empirically investigated the mediational route of psychological contract breach, that explains the blame attributed by the beleaguered employee that led to covert retaliatory behavior, such as knowledge hiding. This paper contributes to knowledge hiding literature which is an important part of knowledge management from the perspective of abusive supervision based on both reactance theory and SET theory.

Abusive supervision and intention to quit: exploring multi-mediational approaches

2019 ◽  
Vol 49 (6) ◽  
pp. 1269-1286
Author(s):  
Sajeet Pradhan ◽  
Aman Srivastava ◽  
Lalatendu Kesari Jena
Keyword(s):  
Psychological Contract ◽  
Abusive Supervision ◽  
Partial Least Square ◽  
Least Square ◽  
Intention To Quit ◽  
Psychological Contract Breach ◽  
Cross Sectional ◽  
Contract Breach ◽  
Content Type ◽  
Electronic Data Collection

Purpose Based on the unfolding theory of voluntary turnover, the purpose of this paper is to investigate the linkage between abusive supervision (a shock) and subordinate’s intention to quit (withdrawal cognition). The study also explores the multi-mediation routes by testing the abusive supervision-intention to quit relationship via psychological contract breach and via burnout. Design/methodology/approach To test the proposed hypotheses, the study draws cross-sectional data from Indian employees working in various MNCs in the country. Data were collected using an electronic data collection method. The online form link was send to 600 employees, out of which 246 valid and complete responses were received (n=246). Partial least square (PLS–SEM) was used for the analysis. Findings Results showed that abusive supervision is positively related to intention to quit. Similarly, psychological contract breach and burnout partially mediates the abusive supervision-intention to quit linkage. Originality/value First, the current study has conceptualized and tested abusive supervision as a shock that triggers various adverse cognitions including withdrawal cognition (intention to quit). Second, the study also empirically investigated multi-mediational routes via psychological contract breach and burnout that explained the indirect effect between abusive supervision and intention to quit.

scholarly journals Tit for Tat: Abusive Supervision and Knowledge Hiding-The Role of Psychological Contract Breach and Psychological Ownership

2020 ◽  
Vol 17 (4) ◽  
pp. 1240 ◽  
Author(s):  
Usman Ghani ◽  
Timothy Teo ◽  
Yan Li ◽  
Muhammad Usman ◽  
Zia Ul Islam ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Development Program ◽  
Abusive Supervision ◽  
Theory And Practice ◽  
Psychological Ownership ◽  
Psychological Contract Breach ◽  
Full Time ◽  
Contract Breach ◽  
Knowledge Hiding

The extant literature has focused on individuals’ knowledge-sharing behavior and its driving factors, which stimulate the knowledge transmission and exchange in organizations. However, little research has focused on factors that inhibit knowledge sharing and encourage individuals to hide their knowledge. Therefore, based on social exchange and displaced aggression theories, the study proposed and checked a model that examined the effect of abusive supervision on knowledge hiding (KH) via a psychological contract breach (PCB). The Psychological ownership was regarded as a boundary condition on abusive supervision and KH relationship. Using a time-lagged method, we recruited 344 full-time employees enrolled in an executive development program in a large university in China. The findings show that PCB mediates the association between abusive supervision and KH. Similarly, psychological ownership moderates the association between abusive supervision and KH. Employees with high psychological ownership minimized the effect of abusive supervision on KH. Based on study findings, contributions to theory and practice, limitations, and future directions are discussed.

Knowledge-hiding behaviors and employees’ silence: mediating role of psychological contract breach

2020 ◽  
Vol 24 (9) ◽  
pp. 2171-2194 ◽  
Author(s):  
Muhammad Waseem Bari ◽  
Misbah Ghaffar ◽  
Bashir Ahmad
Keyword(s):  
Psychological Contract ◽  
Equation Modeling ◽  
Psychological Contract Breach ◽  
Time Lags ◽  
Contract Breach ◽  
Content Type ◽  
Knowledge Hiding ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between knowledge-hiding behaviors (evasive hiding, playing dumb and rationalized hiding) and employees’ silence (defensive silence, relational silence and ineffectual silence). Besides, this paper investigates the relation mediated by psychological contract breach. Design/methodology/approach The data were collected with three-time lags (40 days each) through a structured questionnaire from 389 employees of registered software houses in Pakistan. The structural equation modeling (partial least squares) approach is used for data analysis. Findings The findings of this study confirm that knowledge-hiding behaviors have a significant and positive relationship with employees’ silence, and psychological contract breach significantly mediates the relationship between knowledge-hiding behaviors and employees’ silence. Practical implications The implications of this study are very supportive to the knowledge-intensive organizations, i.e. software houses. The management should increase the knowledge sharing and trust culture among employees to discourage the knowledge-hiding behaviors among employees. Moreover, supervisors should develop trust among employees, motivate them to avoid knowledge hiding and encourage the employees to raise their voices against their problems in a formal way. Originality/value The present study highlights the impact of different dimensions of knowledge hiding on employees’ silence and the role of psychological contract breach as a mediator in this scenario.

scholarly journals The Role of Physiological Contract Breach on Employee Reactions: Moderating Role of Organizational Trust

2019 ◽  
Vol 7 (2) ◽  
pp. 233-244
Author(s):  
Sumaira Rehman ◽  
Shahzad Ali ◽  
Muhammad Sajjad Hussain ◽  
Aamir Zamir Kamboh
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Psychological Contract ◽  
Organizational Trust ◽  
Equation Modeling ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Employee Reactions ◽  
The Relationship

Psychological contract Breach (PCB) play a crucial role to shape employee reactions (ERs) Therefore; this study investigated the possessions of Psychological contract Breach on employee’s reactions (organizational behavior regarding citizenship, job satisfaction) under the moderation of organizational trust. Data were collected from 340 employees of the Health sector by using the technique of simple random sampling. Confirmatory factor analysis (CFA) technique has been used to check the validity of the data while structure equation modeling (SEM) technique has been used for test the relationship between variables. Our findings revealed that psychological contract breach had negative and significant relationships with employees’ reactions (organizational citizenship behavior, job satisfaction). Further, organizational trust is also significantly moderated on the relationship between PCB and employees’ reactions (organizational behavior regarding citizenship, job satisfaction).

Abusive supervisors and employees who cyberloaf

2020 ◽  
Vol 30 (3) ◽  
pp. 789-809 ◽  
Author(s):  
Upasnaa A. Agarwal ◽  
James B. Avey
Keyword(s):  
Psychological Contract ◽  
Abusive Supervision ◽  
Psychological Contract Breach ◽  
Full Time ◽  
Cross Sectional ◽  
Contract Breach ◽  
Content Type ◽  
Mediating Role ◽  
Cross Sectional Design ◽  
The Impact

PurposeThe purpose of this study is to examine the effects of abusive supervision on cyberloafing behavior, to test the mediating role of PsyCap in this relationship and the extent to which these relationships are moderated by psychological contract breach.Design/methodology/approachA total of 394 full-time managers across different Indian organizations served as the sample for this study.FindingsThe results revealed that the abusive supervision and PsyCap are significantly correlated with cyberloafing, the relationship between abusive supervision and cyberloafing is partially mediated by PsyCap and the impact of abusive supervision and PsyCap on cyberloafing is moderated by psychological contract breach such that the effects of abusive supervision and PsyCap on cyberloafing are stronger when employees perceive high psychological contract breach.Research limitations/implicationsA cross-sectional design and use of self-reported questionnaires are a few limitations of this study.Originality/valueThis is one of the first studies examining cyberloafing in response to abusive supervision and one of the few attempts to examine the effects of abusive supervision on individual resources (PsyCap) in response to workplace mistreatment. This study is also the first to examine these phenomena in the Indian context.

Improving the turnover intention of tourist hotel employees

2017 ◽  
Vol 29 (7) ◽  
pp. 1914-1936 ◽  
Author(s):  
Tso-Jen Chen ◽  
Chi-Min Wu
Keyword(s):  
Transformational Leadership ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Leadership Behaviors ◽  
Hotel Industry ◽  
Equation Modeling ◽  
Psychological Contract Breach ◽  
Front Line ◽  
Contract Breach ◽  
Content Type

Purpose This study aims to explore the high turnover intention issue in Taiwan’s tourist hotel industry. Due to a lack of empirical research regarding front-line employees’ psychological contract breach perceptions in tourism literature, this study develops an integrated model to examine the causal relationship among transformational leadership behaviors, leader–member exchange (LMX), psychological contract breach and turnover intentions. Design/methodology/approach Data from the 226 frontline employees in Taiwan’s tourist hotel industry were employed to examine the proposed hypotheses by using a series of structural equation modeling analyses. Findings Statistic results revealed that transformational leadership behaviors influence LMX and LMX in turn influences psychological contract breach, which consequently leads to lower turnover intention. Practical implication The results of this study suggest that hospitality organizations should recruit individuals who have the potential to exhibit transformational leadership skills, along with designing leadership training programs for middle- and high-level managers. Originality/value This study provides hospitality organization leaders with the necessary information to formulate a beneficial relationship with their front-line employees, which, in turn, weakens their perception of psychological contract breaches and reduces their willingness to leave the organization.

Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification

2013 ◽  
Vol 9 (3) ◽  
pp. 541-561 ◽  
Author(s):  
Feng Wei ◽  
Steven Si
Keyword(s):  
Psychological Contract ◽  
Organizational Identification ◽  
Interactive Effect ◽  
Positive Association ◽  
Abusive Supervision ◽  
Mediating Effect ◽  
Psychological Contract Breach ◽  
Future Research ◽  
Contract Breach ◽  
Negative Reciprocity

AbstractPrevious research has indicated that abusive supervision negatively influences various organizational outcomes. However, the antecedents and psychological mechanisms of abusive supervision are not well understood, especially in the Chinese context. In this study, we propose and test a mediated moderation model to explore the interactive effect of psychological contract breach and negative reciprocity belief on abusive supervision, and the mediating effect of organizational identification. Using a sample of 268 dyads of employees and their immediate supervisors (N = 536) from six companies and two industries in China, we find that when supervisors experience breaches in psychological contract they are likely to increase abusive behaviours toward subordinates, and that the positive association is stronger the more the supervisor holds negative reciprocity beliefs. Moreover, the results indicate that organizational identification mediates the joint effect of psychological contract breach and negative reciprocity belief on abusive supervision. Theoretical and practical implications, limitations, and future research directions are discussed.

Testing the link between psychological contract, innovative behavior and multidimensional well-being during the COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anushree Karani ◽  
Revati Deshpande ◽  
Sunita Mall ◽  
Mitesh Jayswal
Keyword(s):  
Job Stress ◽  
Psychological Contract ◽  
Well Being ◽  
Equation Modeling ◽  
Psychological Contract Breach ◽  
Innovative Behavior ◽  
Contract Breach ◽  
Content Type ◽  
Unmet Expectations ◽  
Working From Home

PurposeThe study investigates the impact of psychological contract breach on employees' innovative behavior and well-being (happiness, work engagement and mental well-being) who are working from home during this COVID-19 pandemic situation. Drawing on social information processing (SIP) and job-demand resource (JD-R) theory, job stress was proposed as a mediator explaining this relationship.Design/methodology/approachData were collected via a structured questionnaire through Google Docs from 258 respondents working at different capacity in Indian organizations. The study includes those respondents who are working from home during COVID-19 pandemic situation. The hypotheses were tested using structural equation modeling (SEM).FindingsPsychological contract breach was negatively impacting innovative behavior and well-being. Job stress mediated the relationship between psychological contract breach and innovative behavior as well as well-being during the COVID-19 pandemic situation and especially for those who are working from home only.Research limitations/implicationsThe data for the study were collected from the employees working from home during this COVID-19 pandemic situation was cross-sectional. The study implied or spoke about the unmet expectations leading to reduced innovative behavior harming the organization's effectiveness and it also reduces well-being which harms the individual in the era of social and financial uncertainty.Originality/valueThe novel contribution of the study is integrating SIP and JD-R theory during the pandemic situation. The results highlighted meticulous empirical evidence which answers the question that how the unmet expectations cause a detrimental effect on the employees as well as the organizations in this COVID-19 pandemic situation.

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