Combined effects of abusive supervision, willpower and waypower on employees’ task performance and helping behavior, through quality of work life

Abstract

PurposeExtending the efforts of previous scholars, this study examines how abusive supervision undermines employees’ ability to meet performance expectations and propensity to engage in helping behavior. Specifically, we investigate a hitherto unexplored mediating role of quality of work life (QWL) in this relationship. We further suggest that employees’ psychological resources, namely willpower and waypower, act as protective shields against this harmful process.Design/methodology/approachWe tested the proposed hypotheses using multisource (self- and supervisor-rated) three-wave time-lagged data (N = 185) collected from employees and their supervisors in eight organizations that operate in the service sector of Pakistan.FindingsThe findings corroborate our predicted hypotheses. The results indicate that employees' exposure to abusive supervision deteriorates their quality of work life (QWL), hindering their ability to deliver expected performance and tendency to help other colleagues. However, this negative process is less pronounced for employees who possess sufficient psychological resources of willpower and waypower.Practical implicationsThis study provides valuable insights to organizations by explicating the process that undermines employees’ ability to channel their energies into performance-enhancing activities when faced with humiliation from their supervisors.Originality/valueThis study details three previously unexplored factors that explain how and when abusive behavior steers service sector employees away from meeting performance expectations and assisting colleagues, via thwarting their quality of work life.