Gender, bottom-line mentality, and workplace mistreatment: The roles of gender norm violation and team gender composition.

Tai, Kenneth; Lee, KiYoung; Kim, Eugene; Johnson, Tiffany Dawn; Wang, Wei; Duffy, Michelle K.; Kim, Seong-Su

doi:10.1037/apl0000936

Cited by 11 publications

(10 citation statements)

References 61 publications

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“…Research has also positioned employee BLM as a moderator. Tai and colleagues (2021) examined the interactive effect of employee gender (male versus female) and employee BLM on the likelihood of the employee being mistreated. They found that women with high BLMs and men with low BLMs were more likely to be mistreated by their teams.…”

Section: A Review Of Core Research Findingsmentioning

confidence: 99%

The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going

Greenbaum

Mawritz

Zaman

2023

Journal of Management

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A growing body of research has examined the construct of bottom-line mentality (BLM), which captures a tunnel vision focus on securing bottom-line outcomes to the disregard of competing work priorities. We offer a systematic review of the literature to summarize current knowledge of BLM, what is missing in the literature, and key opportunities for advancing our theoretical understanding of the construct. Our review first defines and conceptualizes BLM and then organizes past BLM findings according to the key sources of BLM: (a) leader, (b) employee, and (c) collective BLM. When applicable, research on each source of BLM is synthesized with respect to its most prevalent theoretical frameworks and in relation to its (a) outcomes, (b) antecedents, and (c) instances whereby BLM serves as a moderator. Our discussion then examines the critical ways in which BLM research can advance with the most theoretical rigor. We first discuss whether there is value in studying a BLM with respect to non-financial, bottom-line outcomes. Second, we question whether BLMs always (or mostly) foster the desired bottom-line outcome. Third, we provide theoretical arguments that support BLM as a potentially activated psychological state that is driven by context and suggest specific contexts that could be the driving forces of BLMs at work. Finally, we discuss the ways in which BLM research can improve methodologically, including a suggestion of how to revise the current BLM measure to advance BLMs with respect to non-financial, bottom-line outcomes.

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Section: A Review Of Core Research Findingsmentioning

confidence: 99%

The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going

Greenbaum

Mawritz

Zaman

2023

Journal of Management

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“…Following Vaziri et al (2020) and Huang et al (2012), we omitted participants who failed one or more of the attentioncheck items. After matching the data for employees and their direct supervisors and accounting for missing data using listwise deletion (Lebel and Patil 2018;Tai et al 2022), we received 235 valid employee-supervisor dyad (78.3%) questionnaires. Of all employees, female and male respondents accounted for 72.3% and 27.7% of the sample, respectively.…”

Section: Participants and Proceduresmentioning

confidence: 99%

Complementary effects of high‐performance work systems and temporal leadership on employee creativity: a social embeddedness perspective of thriving

Zhou

Zheng

Liu

et al. 2023

Asia Pac J Human Res

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Studies on how high‐performance work systems (HPWS) enhance employee creativity are primarily based on relationship‐ and motivation‐related theories, while some scholars have argued that HPWS may promote performance at the expense of employee well‐being. Based primarily on a social embeddedness framework of thriving, this study introduces the human dimension of the sustainability perspective and investigates the indirect effect of HPWS on creativity through evidence of employees' thriving at work. We further explore the moderating role of temporal leadership in the relationship between HPWS and thriving. Hypotheses are tested using multi‐wave, multi‐source data from 235 employees and their direct supervisors. The contribution of this study lies in explaining how employee creativity is triggered by HPWS and how temporal leadership complements HPWS.

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“…As Greenbaum et al (2012) developed the bottom-line mentality scale for both supervisors and subordinates, based on our research objective, we adopted the employee version of the bottom-line mentality scale. The four items were “I am solely concerned with meeting the bottom line,” “I only care about the business,” “I treat the bottom line as more important than anything else,” and “I care more about profits than employee well-being.” The same scale has also been used to measure the bottom-line mentality of employees by other studies (e.g., Eissa et al, 2020 ; Scrimpshire et al, 2021 ; Tai et al, 2021 ), providing further evidence for the validity of this scale. The Cronbach’s α of this scale was 0.85.…”

Section: Methodsmentioning

confidence: 73%

“…In addition to its direct influence, employee bottom-line mentality makes employees willing to undermine colleagues when they watch their supervisor undermines others ( Eissa et al, 2020 ). Moreover, Tai et al (2021) find that women with a bottom-line mentality received more mistreatment because those women are more likely to be perceived as violating gender norms.…”

Section: Hypothesis Developmentmentioning

confidence: 88%

Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

Luan

Zheng

2022

Front. Psychol.

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Previous corporate social responsibility (CSR) studies at the employee level have focused on the influence of CSR on employees’ positive attitudes and behavior. However, little attention has been paid to the relationship between CSR and unethical behavior and the underlying mechanism. Based on social information processing theory, this study investigates how CSR affects employee cheating via employees’ organizational identification and perceived supervisor moral decoupling. Additionally, this study discusses the moderating effect of employee bottom-line mentality on these relationships. We test this two-path model using a sample of MBA students in China. The results indicate that both organizational identification and perceived supervisor moral decoupling mediate the relationship between CSR and cheating, and employee bottom-line mentality moderates the effect of CSR on perceived supervisor moral decoupling. Specifically, for employees low in bottom-line mentality, CSR has a significantly negative impact on perceived supervisor moral decoupling, but the same relationship is insignificant for employees with a strong bottom-line mentality. Overall, our results uncover the relationship between CSR and employee cheating and extend the understanding of the influence of CSR on employees.

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Gender, bottom-line mentality, and workplace mistreatment: The roles of gender norm violation and team gender composition.

Cited by 11 publications

References 61 publications

The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going

The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going

Complementary effects of high‐performance work systems and temporal leadership on employee creativity: a social embeddedness perspective of thriving

Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

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