The Influence of Abusive Supervision and Job Embeddedness on Citizenship and Deviance

Avey, James B.; Wu, Keke; Holley, Erica C.

doi:10.1007/s10551-014-2192-x

Cited by 67 publications

(49 citation statements)

References 47 publications

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“…A large body of previous findings indicates that the relationship between an employee and the organization directly and indirectly affects the employee's perceptions and attitude toward the organization and provides a mediated effect on employee turnover intention (Avey, Wu, & Holley, 2015;Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, 2002;Firth et al, 2003;Joo, 2010;Maertz, Griffeth, Campbell, & Allen, 2007;Peltokorpi, Allen, & Froese, 2015;Rhoades, Eisenberger, & Armeli, 2001;. Our findings confirm that higher organizational commitment was related to lower turnover intention.…”

Section: Discussion Implications and Recommendationssupporting

confidence: 81%

Factors Affecting Turnover Intention of Ohio State University Extension Program Assistants

Windon¹,

Cochran²,

Scheer³

et al. 2019

JAE

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Extension program assistants' turnover intention is a key indicator of human resource development practice and overall effectiveness of organizational leadership. We used a survey design with four instruments to investigate the factors that influenced 149 Ohio State University Extension program assistants' turnover intention. The data showed significant associations between employees' age, years of service, job satisfaction, supervisor satisfaction, organizational commitment, and turnover intention. Organizational commitment mediated the relationship between job satisfaction and turnover intention. The research concludes with recommendations that may help to decrease extension program assistants' turnover intention.

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Section: Discussion Implications and Recommendationssupporting

confidence: 81%

Factors Affecting Turnover Intention of Ohio State University Extension Program Assistants

Windon¹,

Cochran²,

Scheer³

et al. 2019

JAE

View full text Add to dashboard Cite

show abstract

“…Deviant behaviours are also less likely to be punished compared to open interpersonal aggression towards the supervisor (Lian et al, 2014;Mitchell and Ambrose, 2007). This may also rebalance perceptions of injustice (Burton and Hoobler, 2011;Tepper, 2000;, serve as a valve for frustration (Avey et al, 2015;Martinenko et al, 2013) and maintain self-esteem (Wang and Jiang, 2014). We therefore arrive at our first hypothesis:…”

Section: Abusive Supervision and Employee Deviancementioning

confidence: 91%

“…Previous studies have also provided some evidence that subordinates respond to perceptions of abusive supervision with deviant behaviours (e.g. Avey et al, 2015;Detert et al, 2007;Mackey et al, 2015;Mitchell and Ambrose, 2007;Tepper et al, 2009). This association is obvious for deviant behaviours that are directed against the source of harm (i.e.…”

Section: Abusive Supervision and Employee Deviancementioning

confidence: 96%

Abusive supervision, public service motivation, and employee deviance

Vogel¹,

Homberg²,

Gericke

2016

EBHRM

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PSM is negatively related to deviant behaviours. The employment sector moderates the negative relationship between PSM and employee deviance such that this relationship is stronger in the public and non-profit sector. Research limitations/implications-Limitations arise from the convenience sampling approach and the cross-sectional nature of the dataset. Practical implications-Human resource managers should consider behavioural integrity in the attraction, selection and training of both supervisors and subordinates. Private organisations can address the needs of strongly public service motivated employees by integrating associated goals and values into organisational missions and policies. Originality/value-This is the first study to introduce PSM into research on employee deviance. It shows that a pro-social motivation can drive antisocial behaviours when employees with high levels of PSM are members of profit-seeking organisations.

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“…Examples of abusive supervisory behaviors include public ridicule (Tepper, 2000), employing the silent treatment, explosive outbursts, aggressive eye contact (Zellars, Tepper, & Duffy, 2002), breaking promises, invading privacy, lying, taking credit for subordinates' work (Harris, Kacmar, & Zivnuska, 2007), supervisors' violations of normative standards (Unal, Warren, & Chen, 2012), and purposely withholding needed information (Zellars et al, 2002). A growing scholarly interest in abusive supervision has emerged as more research has shown it to not only negatively affect the attitudes and behaviors of employees but also bring significant economic costs to the organization (Avey, Wu, & Holley, 2015;Decoster, Camps, Stouten, Vandevyvere, & Tripp, 2013;Palanski, Avey, & Jiraporn, 2014;Tepper, 2007;Tepper, Duffy, Hoobler, & Ensley, 2004).…”

Section: Introductionmentioning

confidence: 99%

Double Jeopardy: Subordinates’ Worldviews and Poor Performance as Predictors of Abusive Supervision

2016

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Purpose-To test a moderated mediation model where a positive relationship between subordinates' perceptions of a dangerous world-the extent to which an individual views the world as a dangerous place-and supervisory abuse is mediated by their submission to authority figures, and that this relationship is heightened for more poorly performing employees. Design/methodology/approach-Data were obtained from 173 subordinates and 45 supervisors working in different private sector organizations in Pakistan. Findings-Our model was supported. It appears that subordinates' dangerous worldviews are positively associated with their perceptions of abusive supervision and that this is because such views are likely to lead to greater submission to authority figures. But this is only for those employees who are performing more poorly. Implications-We highlight the possibility that individual differences (worldviews, attitudes to authority figures and performance levels) may lead employees to become victims of abusive supervision. As such, our research informs organizations on how they may better support supervisors in managing effectively their subordinate relationships and, in particular, subordinate poor performance. Originality/value-We add to recent work exploring subordinate-focused antecedents of abusive supervision, finding support for the salience of the previously untested constructs of individual worldviews, authoritarian submission and individual job performance. In so doing we also extend research on dangerous worldviews into a new organizational setting. Finally, our research takes place within a new Pakistani context, adding to the burgeoning non-US based body of empirical work into the antecedents and consequences of abusive supervision.

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The Influence of Abusive Supervision and Job Embeddedness on Citizenship and Deviance

Cited by 67 publications

References 47 publications

Factors Affecting Turnover Intention of Ohio State University Extension Program Assistants

Factors Affecting Turnover Intention of Ohio State University Extension Program Assistants

Abusive supervision, public service motivation, and employee deviance

Double Jeopardy: Subordinates’ Worldviews and Poor Performance as Predictors of Abusive Supervision

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