“Just a Little Respect”: Effects of a Layoff Agent’s Actions on Employees’ Reactions to a Dismissal Notification Meeting

Richter, Manuela; König, Cornelius J.; Geiger, Marlene; Schieren, Svenja; Lothschütz, Jan; Zobel, Yannik

doi:10.1007/s10551-016-3372-7

Cited by 19 publications

(21 citation statements)

References 82 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This will give rise to feelings of unfairness, associated with perceptions of recognition respect. Previously, behaviors conveying a lack of respect (or disrespect) have been associated with perceptions of psychological contract breach (Richter et al, ). Assertiveness (as defined earlier), refers to a confrontational tactic used by an employee to pressure the supervisor for a favorable outcome for the employee.…”

Section: Influence Tactics Predict Mutual Recognition Respect and Mutmentioning

confidence: 99%

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Clarke

Alshenalfi

Garavan

2019

Human Resource Management

View full text Add to dashboard Cite

Supervisor's human resources (HR) decisions have a significant impact on the employees they manage but have been found to be subject to bias. The upward influence tactics use by subordinates can play a role in this. We investigated the effects of seven upward influence tactics on supervisor job‐performance ratings and the extent of subordinate flexible working arrangements (FWAs). Supervisors are often responsible for determining whether employees are granted FWAs. We posit an alternative theoretical mechanism by which upward influence tactics bring about their effects, mediated through two distinct types of respect, mutual appraisal respect and mutual recognition respect. We collected data from 389 matched supervisor–subordinate dyads, and found that both mutual appraisal respect and mutual recognition respect mediated relationships between several upward influence tactics and both job‐performance ratings and FWAs. Our findings show that upward influence tactics affect the quality of the relationship between employees and their supervisors, specifically, these two forms of mutual respect. Further, both mutual appraisal respect and mutual recognition respect may explain why supervisors show favoritism to some subordinates over others, in reaching HR decisions in these areas.

show abstract

Section: Influence Tactics Predict Mutual Recognition Respect and Mutmentioning

confidence: 99%

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Clarke

Alshenalfi

Garavan

2019

Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Research on reducing the impact severity of layoffs suggests combining clear, direct, and empathetic communication when announcing layoffs with immediate social support results in individuals maintaining dignity and belief that the organization cares about their well-being (Brockner et al, 1994;Feldman, 1994). One study concluded that high levels of supervisor support can also reduce attrition among layoff survivors (Erickson & Roloff, 2007), and others similarly highlighted the importance of supervisors exhibiting communal behavior during layoffs (e.g., Mansour- Cole & Scott, 1998;Richter et al, 2018).…”

Section: Supervisory Leadership During a Crisismentioning

confidence: 99%

Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19

Eichenauer

Ryan

Alanis

2021

Journal of Leadership & Organizational Studies

View full text Add to dashboard Cite

Due to major work disruptions caused by the coronavirus (COVID-19) pandemic, supervisors in organizations are facing leadership challenges as they attempt to manage “work from home” arrangements, the health and safety of essential workers, and workforce reductions. Accordingly, the present research seeks to understand what types of leadership employees think is most important for supervisors to exhibit when managing these crisis-related contexts and, in light of assertions that women may be better leaders during times of crisis, examines gender differences in how male and female supervisors act and how subordinates perceive and evaluate them in real (Study 1) and hypothetical (Study 2) settings. Results indicate that communal leader behaviors were more important to employees in all three crisis contexts. In Study 1, communality was a stronger predictor than agency of supervisor likability and competence. In Study 2, communality was also more positively related to likability, but agency and communality were equally predictive of competence ratings. Ratings of real supervisors suggest that women were not more communal than men when managing these crises, nor did perceptions of leader behavior differ by supervisor gender in a controlled experiment. However, evaluations of women's competence were more directly related to their display of communal behaviors than were evaluations of male supervisors. This research is helpful practically in understanding effective supervisory leadership during the COVID-19 crisis and contributes to the literature on gender and leadership in crisis contexts by attempting to disentangle gender differences in leader behaviors, perceptions, and evaluations.

show abstract

“…Despite the prevalence of contract breach research, several gaps remain in the organizational behaviour literature. Perhaps one of the biggest gaps relates to the lack of a true causal understanding of relationships under consideration—this is not surprising, given the ethical implications of experimental manipulations of contract breach in organizations (Mir, Aloysius, & Eckerd, ; Richter et al, ; Wei et al, ). In working to close this gap in the literature, we apply tenets of affective events theory (AET; Weiss & Cropanzano, ) to conduct a field‐based experimental manipulation of psychological contract breach while also developing a more fine‐grained understanding of the circumstances that impact important outcomes related to contract breaches within a causal framework.…”

Section: Introductionmentioning

confidence: 99%

Reactions to psychological contract breaches and organizational citizenship behaviours: An experimental manipulation of severity

et al. 2018

View full text Add to dashboard Cite

Grounded in affective events theory, we investigated the effects of experimentally manipulated psychological contract breaches on participants' feelings of violation, subsequent perceptions of psychological contract strength, and organizational citizenship behaviours in a sample of working adults. Results support previous findings that pre-existing relational psychological contract strength interacts with severity of unmet promises or expectations. Specifically, individuals with high relational contracts who experience low severity of unmet promises/expectations have the lowest breach perceptions, whereas individuals with high relational contracts who experience more severe levels unmet promises/expectations experience the highest level of breach perceptions. Results also support the concept of a breach spiral in that prior perceptions of breach led to an increased likelihood of subsequent perceptions of breach following the experimental manipulation. Furthermore, consistent with affective events theory, results support the argument that a psychological contract breach's effect on specific organizational citizenship behaviours is mediated by feelings of violation and the reassessment of relational contracts. These effects were present even after controlling for the direct effects of the manipulated severity of unmet promises/expectations.

show abstract

“Just a Little Respect”: Effects of a Layoff Agent’s Actions on Employees’ Reactions to a Dismissal Notification Meeting

Cited by 19 publications

References 82 publications

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect

Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19

Reactions to psychological contract breaches and organizational citizenship behaviours: An experimental manipulation of severity

Contact Info

Product

Resources

About