Two Cooks Spoil the Broth: Destructive Outcomes of Supervisor and Customer Mistreatment in Mediating-Moderating Roles of Anger and Self-Control in an Indonesian Context

Kashif, Muhammad; Handoko, Indria; Roshee, Lamichhane,

doi:10.1007/s10672-022-09419-0

Cited by 7 publications

(8 citation statements)

References 80 publications

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“…In organizational literature, SC is studied in a positive stream, and in challenging situations, individuals with a higher level of SC forgive others more readily and behave more selflessly (Barton-Crosby and Hirtenlehner, 2021; Peetz and Kammrath, 2011;Pronk et al, 2011;Saba et al, 2019;Vazsonyi et al, 2017). It is important to mention that SC plays an important role in automating behaviors (Baumeister, 2002;De Ridder et al, 2018;Fujita et al, 2006;Kashif et al, 2023). A recent meta-analysis reports that self-control tendencies dampen deviant behaviors such as theft, physical violence and general deviance (Vazsonyi et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…A recent meta-analysis reports that self-control tendencies dampen deviant behaviors such as theft, physical violence and general deviance (Vazsonyi et al, 2017). Moreover, employees with such tendencies are able to regulate negative emotions such as anger and avoid indulgence in deviant behaviors (Barton-Crosby and Hirtenlehner, 2021; Kashif et al, 2023;Saba et al, 2019). This is logical, as these tendencies make one more calm during challenging situations, so that one can develop better strategies for goal attainment (Duckworth et al, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

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Pakistani public sector employees burning with a low blue flame: a case of expanded attribution-emotion model of workplace aggression about perceived organizational obstruction and job neglect

Arif,

Al Hassan

2024

JABS

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Purpose Employees of Pakistani public sector organizations feel thwarted toward their goal attainment because of strict adherence to rules and regulations and tall hierarchies existing in this region. Therefore, keeping in view the harmful effects of perceived organizational obstruction, the aim of the current study was to investigate the perceived organizational obstruction as an attribution that triggers job neglect through perceived organizational frustration. Harvey’s expanded attribution-emotion model of workplace aggression and an attributional perspective on workplace aggression provide the theoretical justification. Moreover, the moderating role of self-control was proposed to mitigate the indirect effect of organizational obstruction on job neglect through perceived organizational frustration. Design/methodology/approach A three-wave data collection was done by using a close-ended questionnaire distributed to a total of 600 administrative employees of public sector organizations operating in Rawalpindi/Islamabad (Pakistan). However, matching three times and discarding the incomplete questionnaires led to a sample of 375 on which the analysis was done. Findings Perceived organizational obstruction positively predicted job neglect. Likewise, organizational frustration mediated the aforementioned link. Moreover, the higher level of self-control weakens this underlying process by suppressing job neglect behavior. Originality/value The current study added to the limited literature on public sector organizations that has taken perceived organizational obstruction as a predictor variable. Moreover, this study explains how this phenomenon translates into non-hostile behavior that is difficult to identify and punish in public sector organizations. Moreover, the trait of self-control is added to the literature of non-hostile behaviors that dampen the impulsivity to indulge in job neglect.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Pakistani public sector employees burning with a low blue flame: a case of expanded attribution-emotion model of workplace aggression about perceived organizational obstruction and job neglect

Arif,

Al Hassan

2024

JABS

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“…Customer incivility is pervasive in many service industries and represents a significant problem for organizations (Daunt and Harris, 2011, 2012a). Customer incivility, characterized by rude, disrespectful or inconsiderate behavior toward employees, has become an issue faced by service providers across various sectors (Kashif et al , 2023; Zhan et al , 2023). The consequences of customer incivility can be extended beyond immediate service encounters and have profound effects on employees’ well-being and organizational performance (Gong et al , 2014; Gong and Wang, 2019; Y.…”

Section: Introductionmentioning

confidence: 99%

How customer incivility affects organization citizenship behavior: roles of depersonalization, resilience, and caring climate

Lee,

Gong

2023

JSM

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Purpose Drawing on the conservation of resources theory, this study aims to identify the mediating effects of depersonalization and resilience on the relationship between customer incivility and organizational citizenship behavior (OCB). It further posits that these indirect effects vary depending on the caring climate and achievement orientation. Design/methodology/approach A field survey among 622 service employees (Study 1) and a three-wave field survey of 315 service employees and their managers (Study 2) from various service organizations were conducted. Findings This study confirms that depersonalization operates as a negative mediator in the relationship between customer incivility and OCB. Simultaneously, resilience emerges as a positive mediator, underscoring the contrasting pathways through which customer incivility affects OCB. Furthermore, a caring climate plays a pivotal role in mitigating the detrimental impact of depersonalization on OCB and weakening the positive impact of resilience on OCB. Additionally, this study identifies achievement orientation as a significant moderator between customer incivility and resilience. Originality/value This study advances theoretical foundations by investigating depersonalization and resilience as critical mediators in the intricate relationship between customer incivility and OCB. It goes beyond the conventional understanding of customer incivility’s impact by shedding light on the dual roles of a caring climate, demonstrating its potential to alleviate both positive and negative consequences of customer incivility. Moreover, its identification of achievement orientation as a moderator adds a novel dimension to the discourse, emphasizing the need for tailored strategies to harness employee resilience in the face of customer incivility.

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“…Abusive supervision can result from triggers beyond the control of an abusive supervisor, neglected by organizational behavior researchers (Afshan et al, 2022). Considering the increased frequency of aggressive behaviors at work, scholars and practitioners are interested in abusive supervision (Kashif et al, 2022). However, the dominant research revolves around investigating the destructive impact of abusive supervision, highlighting abusive supervisors as the culprits in an organizational system (Kashif et al, 2020;Mannan & Kashif, 2019;Moin et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Also, there is extensive research that investigates employee-led abuse, but the process by which individuals become abusive supervisors is unclear (Eissa & Lester, 2017;Zhang & Bednall, 2016). Some researchers have positioned the arousal of negative emotional responses as a consequence of abusive supervision (Afshan et al, 2022;Kashif et al, 2022;Shen et al, 2022). However, what triggers abuse is a question that remains unanswered (Fischer et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Rethinking abusive supervision: antecedents and reparative mechanisms of abusive supervision, including supervisor frustration, coworker support, guilt, and supervisor OCB in a mediated-moderation model

Kashif¹,

Naheed²,

Wijenayake³

2023

RBGN

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Purpose -Drawing on affective events theory, this study positions role overload and supervisor frustration as antecedents of abusive supervision, leading to supervisorled organizational citizenship behavior. In a mediated-moderation-sed analysis, we question whether coworker support moderates the relationship between supervisor frustration and abusive supervision and whether guilt mediates between abusive supervision and supervisor-led OCB.Theoretical framework -This research study is inspired by the assumptions of affective events theory.Design/methodology/approach -In a time-lagged survey, we collected data from 351 medical supervisors employed in private hospitals in Pakistan. The PROCESS macro is used to perform a mediated-moderation analysis. Furthermore, the research is analyzed based on structural equation modeling (SEM) procedures using the AMOS software, version 26.0. Findings -The results demonstrate that role overload predicts supervisor frustration, leading to abusive supervision. Moreover, when coworker support is high, the relationship between supervisor frustration and abusive supervision is weaker. Supervisor frustration and guilt mediate the path from role overload to supervisor frustration, abusive supervision, and supervisor OCB, respectively.Practical & social implications of research -Organizational policymakers should consider role overload as an element that causes stress and frustration among medical supervisors, resulting in abusive behavior towards their subordinates. Thus, some normative measures might be appropriate to reduce abusive supervision in the healthcare sector. Socially, this study can help in combating frustration and aggression among working people, representing a significant proportion of Pakistani society.Originality/value -The mediators, such as supervisor frustration and guilt, advance our understanding of abusive supervision research.

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Two Cooks Spoil the Broth: Destructive Outcomes of Supervisor and Customer Mistreatment in Mediating-Moderating Roles of Anger and Self-Control in an Indonesian Context

Cited by 7 publications

References 80 publications

Pakistani public sector employees burning with a low blue flame: a case of expanded attribution-emotion model of workplace aggression about perceived organizational obstruction and job neglect

Pakistani public sector employees burning with a low blue flame: a case of expanded attribution-emotion model of workplace aggression about perceived organizational obstruction and job neglect

How customer incivility affects organization citizenship behavior: roles of depersonalization, resilience, and caring climate

Rethinking abusive supervision: antecedents and reparative mechanisms of abusive supervision, including supervisor frustration, coworker support, guilt, and supervisor OCB in a mediated-moderation model

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