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.The majority of the research on abusive supervision to date has focused on its negative individual and organizational consequences, such as psychological distress, job dissatisfaction, turnover, emotional exhaustion, and counterproductive behavior, including deviance Acknowledgments: We would like to acknowledge the helpful, constructive, and developmental comments of associate editor Michelle Duffy and two anonymous Journal of Management reviewers throughout the review process.

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We examine the effect of red tape on resigned satisfaction, Public Service Motivation (PSM), and negative employee attitudes and behaviors. Based on responses of 217 public servants, this study demonstrates the role of resigned satisfaction as a mediating mechanism for transferring the effect of red tape on negative employee outcomes. PSM was hypothesized as an individual difference variable that can either mitigate or exacerbate the indirect effect of red tape on employee attitudes and behaviors. Our study is among the first few that demonstrate the dark side of PSM. We found that PSM exacerbates the adverse effects of red tape on negative employee attitudes and behaviors and that these effects are transmitted through the mechanism of resigned satisfaction. These findings are at odds with the dominant conception that employees having higher levels of PSM tend to pursue their motivations of public service despite excessive formalization and procedural constraints.

Summary The authors examined how perceived event‐specific procedural and distributive justice about own and envied others' outcomes interacts with episodic envy to predict counterproductive work behaviors. Our results were consistent with the attribution model of justice, finding that episodic envy significantly predicted counterproductive work behaviors aimed at envied others in the workplace and that this relationship was more pronounced when perceptions of procedural, but not distributive, justice about own or envied others' outcomes were high rather than low. We tested a moderated‐mediation model in which self‐attributions for the outcome mediated the effect of episodic envy on counterproductive work behaviors and that the effect of envy was stronger when perceptions of own or others' procedural justice were high rather than low. This research contributes to the literature on envy processes in the workplace and is the first to use a specific emotion, envy, as a proxy for a negative outcome in a demonstration of the attribution model of justice. Copyright © 2013 John Wiley & Sons, Ltd.

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