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Dark sides of self-efficacy and task interdependence: victimization

Sherzodbek Dadaboyev (School of Business Administration, Kyungpook National University, Daegu, The Republic of Korea)
Jisung Park (School of Business, Chungnam National University, Daejeon, The Republic of Korea)
Seong Ik Ahn (School of Business, Yeungnam University, Gyeongsan, The Republic of Korea)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 21 August 2019

Issue publication date: 21 August 2019

Abstract

Purpose

The purpose of this paper is to develop and test theoretical propositions explaining why and under what circumstances highly self-efficacious employees experience victimization at work and how task interdependence leads to the situation that employee victimization emerges.

Design/methodology/approach

To test hypotheses, the authors collected the data from four organizations, which are private company, public enterprise, medical institution and government office in Gyungbuk province, South Korea. The final sample for analyses was 209 employees.

Findings

Contrary to the prediction, high self-efficacy did not show a statistically significant relationship with victimization. However, task interdependence is related to victimization and functions as an important situational contributor to exacerbate highly self-efficacious employees’ victimization.

Research limitations/implications

The findings have research implications by exploring victimization of the employees with high self-efficacy, which is an underdeveloped area in the victimization literature and showing that task interdependence is the critical factor to trigger and aggravate employee victimization. Despite these implications, this study should be evaluated in light of several limitations such as the data from single source for all variables and the use of cross-sectional data.

Practical implications

Managers need to be aware that highly self-efficacious employees can be vulnerable to victimization at work, where there is high task interdependence. The evidence suggests that managers may take safeguards to deter employee victimization, when tasks are closely related among members.

Originality/value

This paper contributes to expand the understanding of employee victimization by examining the roles of self-efficacy and task interdependence to crystalize antecedents and boundary conditions of victimization at workplace.

Keywords

Citation

Dadaboyev, S., Park, J. and Ahn, S.I. (2019), "Dark sides of self-efficacy and task interdependence: victimization", Journal of Managerial Psychology, Vol. 34 No. 6, pp. 386-400. https://doi.org/10.1108/JMP-01-2018-0033

Publisher

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Emerald Publishing Limited

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