The Effect of Abusive Supervision on Service Sabotage: A Mediation and Moderation Analysis

Abstract

The main purpose of this study is to understand how abusive supervision affects service sabotage. In this context, the mediating role of job alienation was examined. In addition, other purpose of this research is to investigate whether organization-based selfesteem moderates the relationship between abusive supervision and job alienation. The study was carried out with the participation of 336 employees working in hotel companies in different regions of Turkey. It was revealed that abusive supervision impacts on job alienation and service sabotage. Moreover, the study results showed that job alienation affects service sabotage. Job alienation has a mediating role whereas organization-based self-esteem does not have a moderating role. Finally, this study contributes to the management literature by providing a cross-section on the consequences of abusive supervision.

Work stressors and job outcomes: an empirical investigation of frontline service employees in the Indian hospitality industry

“…Invoking "The Alienation Theory" the duo explained that alienation leads to normlessness, which lead to lack of any respect for norms at work which increase the propensity to display sabotage behaviours (Seeman, 1959). Similar position was also maintained by Gurlek and Yesiltas (2020) who studied the positive association between AS and SS among the FLEs in Turkish hotels.…”

“…"Conservation of Resources" theory (Hobfoll, 1989) defines workplace stress as any reaction in regards to change in work environment that may lead to either actual or perceived loss of resources. Based on this, it may be logical to propose that, FLEs who frequently interact with dysfunctional customers will expend more time, energy and effort to ensure better service performance, but this exhausts them mentally and physically which can further trigger adverse job attitudes and behaviours like decreased level of JS (Babakus et al, 1999) and higher propensity of ITQ (Gurlek and Yesiltas, 2020;Singh et al, 1994).…”

Seasonal employee leadership and turnover intention in the hospitality and tourism industry: Serial mediation model workplace ostracism and work alienation

“…Thus, Mottaz (1981) asserts that isolation is not an appropriate dimension within the structure created by Seeman (1959). Accordingly, researchers proposed that WA should be considered as a uni‐dimensional construct (Gürlek & Yeşiltaş, 2020; Nair & Vohra, 2012).…”

“…Although WA is quite common among lower-level employees, it is seen in the literature that its antecedents have not been adequately researched (Nair & Vohra, 2009). Past research on the links between leadership and WA has predominantly focused on either positive leadership styles, such as laissez-faire leadership 78 -AKTÜRK and YEŞILTAŞ (Usman et al, 2020), and supportive leadership (Banai & Reisel, 2007), and negative leadership styles such as abusive leadership (Gürlek & Yeşiltaş, 2020). DiPietro and Pizam (2008) argue that the effect of different leadership and management styles on alienation varies and therefore point to a need for further research examining the relationship between leadership and WA.…”

Employee Ecological Behavior as Mediator in the Effect of Green Culture on Employees’ Green Satisfaction

“…The overview of available literature on culture highlighted that culture is vital in shaping one's view and understanding of a particular topic (Spencer & Lilley, 2012;Kautish & Sharma, 2018). The literature also stresses that culture often pushes individuals to follow certain practices and behaviours (Gürlek, 2020). Specifically, when GC is upheld in an organisation, the organisation members will become more aware of the significance of protecting the environment and, thus, will be inspired to engage in EEB.…”