Abusive supervision, occupational well-being and job performance: The critical role of attention–awareness mindfulness

Clercq, Dirk De; Jahanzeb, Sadia; Fatima, Tasneem

doi:10.1177/03128962211037772

Cited by 18 publications

(4 citation statements)

References 111 publications

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“…(2021) found psychological capital as the mediator between abusive supervision and sub-optimal outcomes. De Clercq et al. (2021) contended emotional exhaustion and work engagement are the mediators between abusive supervision and job performance.…”

Section: Discussionmentioning

confidence: 99%

Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit

Wang,

Kang,

Choi

et al. 2024

LODJ

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PurposeToday, psychological well-being is increasingly valued by organizations because it is integral to employee performance. The style of leaders supervising their subordinates is an important influence on their psychological well-being. Abusive supervision can lead to a depletion of resources among their subordinates by inducing psychological stress, leading to a decline in psychological well-being. In this research, the authors use the conservation of resources (COR) theory and self-determination theory to examine the mechanism between abusive supervision and psychological well-being. This study can contribute to previous research by applying the COR theory and self-determination theory, which were not discussed, to explain the relationship between leader's leadership behavior and psychological well-being of organizational members.Design/methodology/approachThe authors conduct a multi-time data collection method of two waves with six-week intervals. The authors received 322 samples and conducted a confirmatory factor analysis to test result validity and used multiple regression to examine the direct and moderating effects. Additionally, the authors used the bootstrapping method to test mediating effects.FindingsThe results show that abusive supervision is negatively related to psychological well-being and self-determination plays the mediating role between them, while perceived person-organization fit is the moderator between self-determination and psychological well-being.Originality/valueThe authors identified self-determination as the mediator between abusive supervision and psychological well-being and perceived person-organization fit plays the moderating role between self-determination and psychological well-being.

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Section: Discussionmentioning

confidence: 99%

Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit

Wang,

Kang,

Choi

et al. 2024

LODJ

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“…Consistent with prior research (e.g. De Clercq et al. , 2022), if two respondents reported to the same supervisor (which was uncommon), we asked the supervisor to forward one survey to a colleague who was familiar with the work efforts of one of these respondents and who had not completed any other employee survey.…”

Section: Methodsmentioning

confidence: 97%

Unfair rewards, poorly performing organizations and perceptions of deservingness as explanations of diminished job performance

Clercq

Haq

Azeem

2023

JOEPP

Self Cite

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PurposeThis study aims to detail how employees’ experience of distributive injustice may compromise their job performance, with specific attention to how this detrimental process may be explained in part by their beliefs about organization-level underperformance and moderated by their own psychological entitlement.Design/methodology/approachThe research hypotheses were tested with three-round, time-lagged data collected among employees and their supervisors.FindingsA critical channel through which employees’ perceptions that their organization’s reward system is unfair translates into thwarted job performance is a conviction that their organization does not meet its own performance targets. As a mediator, such organizational underperformance beliefs have particularly salient effects on employees who believe they are more deserving than others.Practical implicationsThis study gives HR managers insights into how they can reduce the danger that unfair reward practices escalate into a reduced propensity by employees to complete their job tasks diligently. HR managers should make employees aware of their possible entitlement and discourage them from expecting that things always must go their way.Originality/valueThis research unpacks the connection between distributive injustice and job performance, by delineating the unique roles of two pertinent factors (organizational underperformance beliefs and psychological entitlement) in this connection.

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“…Studies on the impact of abusive supervision on employees' behavior have shown that subordinates deal with the sense of injustice caused by humiliation and abuse by reducing their own resources. For example, employees will reduce their pro-organizational behavior [18], OCB [9][10][11][12], and voice behavior [19], consequently depreciating their work performance [9,20,21]. Mitchell and Ambrose [22] have found that employees suffering from abusive supervision may choose to directly retaliate against their supervisors, causing supervisor-oriented workplace bias behavior, or motivate their colleagues to retaliate against the organizations' members or other colleagues, inducing organization-oriented and interpersonal-oriented workplace bias behaviors.…”

Section: Abusive Supervisionmentioning

confidence: 99%

Social Capital—Can It Weaken the Influence of Abusive Supervision on Employee Behavior?

2023

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The travel industry has been severely affected by the COVID-19 outbreak. The operating pressure on enterprises has sharply increased, leading to the prominent phenomenon of abusive supervision. Managers employ this management method so that employees perceive work pressure as motivation to work harder and improve their performance. Employees may adopt the behavior of defensive silence to protect themselves from abusive supervision, which can subsequently affect employee behavior. However, social capital and relationships may lessen this effect. This study analyzed survey data on 475 workers from the Chinese tourism service industry to examine the mediating role of workers’ defensive silence under abusive supervision, employee behavior, and the moderating role of social capital. The results showed that abusive supervision does not promote employee performance but hinders employee growth. Employees’ defensive silence also affects employee behavior and has a partially mediating role in the relationship between abusive supervision and employee behavior. Social capital can mitigate the negative impact of abusive supervision on employee behavior. This study theoretically expands the applicable scope of employee silence as a mediating variable and social capital as a moderating variable. It is helpful for managers to change their negative leadership style, follow the suggestions of employees, pay attention to the organizational atmosphere, and enhance their team cohesion.

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Abusive supervision, occupational well-being and job performance: The critical role of attention–awareness mindfulness

Cited by 18 publications

References 111 publications

Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit

Abusive supervision and psychological well-being: the mediating role of self-determination and moderating role of perceived person-organization fit

Unfair rewards, poorly performing organizations and perceptions of deservingness as explanations of diminished job performance

Social Capital—Can It Weaken the Influence of Abusive Supervision on Employee Behavior?

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