Abusive supervision, thwarted belongingness, and workplace safety: A group engagement perspective.

Yang, Liu-Qin; Zheng, Xiaoming; Liu, Xin; Lu, Changqin; Schaubroeck, John

doi:10.1037/apl0000436

Cited by 46 publications

(51 citation statements)

References 89 publications

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“…Previous studies on leadership and group dynamics highlighted the impact of positive leadership behavior on group outcomes [54] but paid less attention to the relationship between negative leadership behavior and group outcomes. Even less research has probed the impact of destructive leadership such as abusive supervision and workplace bullying on group outcomes [2,55]. Consequently, the influence of negative leadership on such group outcomes as supervision incivility has generally been left unexplored [2].…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Supervision Incivility and Employee Psychological Safety in the Workplace

Liu

Chen

et al. 2020

IJERPH

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Much of the supervision incivility research has focused on the supervisor-subordinate dyad when examining the effects of supervision incivility on employee outcomes. Our study examines a trickle-down effect of supervision incivility across three hierarchical levels, i.e., from the department leader (middle manager), through group leader (supervisor), and to group members (employees), and how it affects group psychological safety. Drawing on a sample of 346 employees and 78 group leaders in 78 work groups, our research found a negative relationship between department leader incivility and group psychological safety, and that this negative relationship was mediated by group leader incivility and moderated by group leader attribution for performance-promotion or injury-initiation motives. We further discuss the theoretical and practical implications of these findings.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Supervision Incivility and Employee Psychological Safety in the Workplace

Liu

Chen

et al. 2020

IJERPH

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“…Likewise, the study pointed out that there is a close relationship with interpersonal and happiness mood. Individuals with positive emotions have a higher sense of happiness and interpersonal relationships, and are more willing to invest more resources in work, while individuals with negative emotions have lower sense of happiness and interpersonal relationships, and are unwilling to invest more work resources [15,16]. Thus, negative emotions had a significantly negative predictive effect on employee engagement, while positive emotions did not.…”

Section: The Mediating Effect Of Positive and Negative Emotionsmentioning

confidence: 99%

“…From a challenging perspective, some studies believe that job insecurity has a positive impact on engagement. For example, some scholars found job insecurity has a significant positive impact on engagement by a large number of interviews and surveys [15,16]. Therefore, the impact of job insecurity on employee engagement needs to be further verified.…”

Section: Introductionmentioning

confidence: 99%

Job Insecurity and Employee Engagement: A Moderated Dual Path Model

Gong

2020

Sustainability

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In a new stage of booming platform economy, improving the employees’ job security is the key factor to ensure the sustainable development of a platform organization. Based on the cognitive behavior theory, this study introduces the perceived insider status as the moderator variable, and constructs the process mechanism model of job insecurity on employee engagement. The aim of this study is to examine the relationship between job insecurity, emotional response and employee engagement, and provide suggestions for reducing job insecurity and improving employee engagement. Using a 2-wave time-lagged survey data of 341 workers in China firms, data were collected with a self-report questionnaire and analyzed with the statistical package for the social science (AMOS, SPSS). The research result found a negative relationship between job insecurity and employee engagement, and that this negative relationship was mediated by negative emotion or positive emotion. Furthermore, perceived insider status moderated the relationship between job insecurity and positive emotion or negative emotion; the higher the perceived insider status is, the weaker the negative impact of job insecurity on positive emotion and the weaker the positive impact on negative emotion. The research results provide theoretical guidance for organizations to improve employee engagement and help to strengthen the importance of organizations to employees’ job insecurity.

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“…The second pathway was from fairness of supervisor to support of supervisor for safety and compliance with safety. A positive influence was found for safety support of management on safety support of supervisor (Yang, Zheng et al, 2019). It was concluded that safety conditions are influenced by management.…”

Section: Supervisors Safety Practicesmentioning

confidence: 89%

The Antecedents of the Safety Performance in the Chemical Industry of Thailand

Srimarut¹,

Mekhum²

2020

JSSI

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The prime objective of the paper is to determine the antecedents of the safety climates in the chemical industry of Thailand. The study is of the view that the Safety climate has not been distinguished by some studies with safety performance along with rate of accidents for organizational safety performance. Therefore, it makes the concept of safety performance very limited. In the context of the Thailand and particularly the chemical industry of the Thailand it is among the pioneer study. The study has used the survey-based methodology and the response ate of the current study is turned out to be 57.3 percent. Findings of the study have revealed the fact that the employees' behavior, which improves their personal health and safety, is represented by safety compliance. The behavior of employees in a way, which improves the health and safety of co-workers along with support for the objectives and goals are represented by safety participation. Major compliance refers to comply with equipment for personal protection before starting work and throughout work. These safety practices are the responsibility of employees for reducing the chances of occupational accidents. Safety behavior is contributed by careless working behavior. Therefore, it may influence safety performance.

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Abusive supervision, thwarted belongingness, and workplace safety: A group engagement perspective.

Cited by 46 publications

References 89 publications

Supervision Incivility and Employee Psychological Safety in the Workplace

Supervision Incivility and Employee Psychological Safety in the Workplace

Job Insecurity and Employee Engagement: A Moderated Dual Path Model

The Antecedents of the Safety Performance in the Chemical Industry of Thailand

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