Search results

1 – 10 of over 1000
Article
Publication date: 9 January 2024

Syed Aarij Hasan, Afshan Naseem, Muzamil Mahmood, Zunaira Sajjad and Muhammad Zeeshan Mirza

Supervisor phubbing is an increasingly common behavior depicted by supervisors despite the significance of supervisor–subordinate interactions. This study explores the impact of…

Abstract

Purpose

Supervisor phubbing is an increasingly common behavior depicted by supervisors despite the significance of supervisor–subordinate interactions. This study explores the impact of this behavior on workplace incivility and workplace presenteeism and analyzes the mediating role of self-esteem and the moderating role of power distance.

Design/methodology/approach

Data were collected from employees belonging to IT sector. The research was cross-sectional in nature and the data were collected using a structured questionnaire.

Findings

The findings indicate a significant impact of supervisor phubbing on self-esteem, workplace incivility and workplace presenteeism. Additionally, results reveal the mediating role of self-esteem between supervisor phubbing and workplace presenteeism. However, the moderating effect of power distance on the relationship between supervisor phubbing and self-esteem was not supported.

Originality/value

The research contributes to the existing literature and theory, especially in the area of supervisor phubbing and communications management. The study suggests a need for comprehensive approach that involves both organizational policies and individual behavior change.

Details

Journal of Management Development, vol. 43 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 29 January 2024

Hieu Nguyen, Neal M. Ashkanasy and Stacey Parker

The existing literature on abusive supervision, defined as a perception by subordinates that their supervisor displays hostility toward them (but falling short of physical abuse)…

Abstract

Purpose

The existing literature on abusive supervision, defined as a perception by subordinates that their supervisor displays hostility toward them (but falling short of physical abuse), is deficient insofar as it fails to account for workgroup differences in employees' perceptions of abusive supervision. We therefore sought to study such differences, which refer to as “abusive supervision dispersion (ASD).”

Methods

We interviewed 40 employees from a variety of organizations in Australia, focusing on the role of affective events in ASD dynamics, with a view to understanding how this phenomenon relates to individual and team processes.

Findings

We found that ASD stimulates employees to harbor negative emotions and resentment toward their supervisor, causing them to perceive even positive events negatively. We found further that, while low ASD facilitates team-member exchange by forcing abused members to band together resulting in low team conflict, high dispersion facilitates formation of subgroups and high team conflict.

Implications

These findings illuminate the paradoxical nature of ASD and suggest that employees experience dispersion through three paradoxes: (1) dispersion paradox, (2) resentment paradox, and (3) team paradox. Overall, these findings suggest that subordinates' perceptions of high ASD are associated with detrimental impacts on team performance.

Details

Emotion in Organizations
Type: Book
ISBN: 978-1-83797-251-7

Keywords

Article
Publication date: 6 June 2023

Dirk De Clercq, Muhammad Umer Azeem and Inam Ul Haq

This study aims to investigate the relationship between employees' exposure to supervisor incivility and their engagement in insubordinate behavior, by detailing a mediating role…

Abstract

Purpose

This study aims to investigate the relationship between employees' exposure to supervisor incivility and their engagement in insubordinate behavior, by detailing a mediating role of ruminations about interpersonal offenses and a moderating role of supervisor task conflict.

Design/methodology/approach

The research hypotheses were assessed with three rounds of data, obtained from employees and their peers, working for firms in various industries.

Findings

An important reason that employees' sense that their supervisor treats them disrespectfully escalates into defiance of supervisor authority is that the employees cannot stop thinking about how they have been wronged. The mediating role of such ruminations is particularly prominent when employees' viewpoints clash with those of their supervisor.

Practical implications

A critical danger exists for employees who are annoyed with a rude supervisor: They ponder their negative treatment, which prompts them to disobey, a response that likely diminishes the chances that supervisors might change their behaviors. This detrimental process is particularly salient when employee–supervisor interactions are marked by unpleasant task-related fights.

Originality/value

This study unpacks an unexplored link between supervisor incivility and supervisor-directed insubordination by explicating the pertinent roles of two critical factors (rumination and task conflict) in this link.

Open Access
Article
Publication date: 5 December 2023

Ernest Kissi, Matthew Osivue Ikuabe, Clinton Ohis Aigbavboa, Eugene Danquah Smith and Prosper Babon-Ayeng

While existing research has explored the association between supervisor support and turnover intention among construction workers, there is a notable gap in the literature…

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Abstract

Purpose

While existing research has explored the association between supervisor support and turnover intention among construction workers, there is a notable gap in the literature concerning the potential mediating role of work engagement in elucidating this relationship, warranting further investigation. The paper, hence, aims to examine the mediating role of work engagement in the relationship between supervisor support and turnover intention among construction workers.

Design/methodology/approach

Based on the quantitative research method, the hypothesis was tested. The data were collected from 144 construction professionals using a structured questionnaire. Observed variables were tested using confirmatory factor analysis, and the mediating role relationship was validated using hierarchical regression.

Findings

The outcome of this study shows a significant positive impact of work engagement and supervisor support on employee turnover intention. The study further showed that work engagement plays a mediating role in the connection between supervisory support and the intention to turnover and improve project and business performance. Turnover intention, on the other hand, negatively affects project and organizational performance.

Practical implications

By enhancing employee work engagement and perceptions of supervisor support, the findings of this study may aid construction organizations in making better judgments regarding the likelihood of employee turnover. The effectiveness of the project and the organization will likely be greatly impacted.

Originality/value

The results of this study provide supporting evidence and advance efforts at reducing employee turnover intention through work engagement and supervisor support in improving project and organizational performance.

Details

Engineering, Construction and Architectural Management, vol. 31 no. 13
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 13 November 2023

Mladen Adamovic

This research paper aims to elucidate why and how a fair supervisor influences an employee's job satisfaction. While various theoretical approaches have been explored and numerous…

Abstract

Purpose

This research paper aims to elucidate why and how a fair supervisor influences an employee's job satisfaction. While various theoretical approaches have been explored and numerous explanatory mechanisms investigated in prior organizational justice research, it is still unclear which explanatory mechanism is the dominant one to explain fairness effects. To address this gap, the author compares six distinct explanatory mechanisms of fairness effects on job satisfaction.

Design/methodology/approach

The author conducted a three-phase survey study with 309 employees from diverse organizations. The author measured all variables twice to control for stability effects and ensure stable findings. The author combined a path analysis with bootstrapping procedures using Mplus 8.3 software.

Findings

The influence of supervisor fairness on job satisfaction is primarily transmitted through an employee's negative emotions, a mechanism often examined in previous organizational justice research adopting the moral perspective of fairness.

Practical implications

Supervisors can increase employees' satisfaction with their jobs by treating them fairly and promoting a fair work environment. To increase the benefits of workplace fairness, supervisors can focus on the intervening mechanisms, such as emotions.

Originality/value

First, the author provides a fine-grained understanding of why supervisor fairness increases job satisfaction. Second, the author clarifies how the effects of supervisor fairness are transmitted. Third, the author identifies the most critical mediator to explain how supervisor fairness affects job satisfaction.

Article
Publication date: 4 September 2023

Fang Xie, Xufan Zhang, Jing Ye, Lulu Zhou, Wenjian Zhang and Feng Tian

Based on the resource conservation theory, this research paper aims to evaluate the positive impact of customer orientation on frontline employees' emotional exhaustion and the…

Abstract

Purpose

Based on the resource conservation theory, this research paper aims to evaluate the positive impact of customer orientation on frontline employees' emotional exhaustion and the moderating effects of customer incivility and supervisor monitoring.

Design/methodology/approach

Two-wave data from 484 frontline employees in power supply business halls were analyzed. This study used AMOS 23.0, SPSS22.0 and PROCESS macro for data statistics and analysis.

Findings

Our empirical research demonstrates that customer orientation has a significant positive impact on frontline employees' emotional exhaustion. At the same time, supervisor monitoring moderates the relationship between customer orientation and emotional exhaustion. The higher the interactional or observational monitoring, the stronger customer orientation's effect on frontline employees' emotional exhaustion. Moreover, a three-way interaction model exists between customer orientation, customer incivility and supervisor monitoring.

Practical implications

This study yields practical implications for helping the frontline employees of service-oriented organizations alleviate multiple interpersonal workplace pressures.

Originality/value

Based on resource conservation theory, this paper used a novel approach to focus on customer orientation, customer incivility and supervisor monitoring as interpersonal stressors.

Details

Journal of Service Theory and Practice, vol. 33 no. 6
Type: Research Article
ISSN: 2055-6225

Keywords

Article
Publication date: 5 December 2023

Chun Cheng

This study aims to examine the direct influence of supervisor ostracism on employee turnover intention and the mediating roles of employee cynicism and job embeddedness.

Abstract

Purpose

This study aims to examine the direct influence of supervisor ostracism on employee turnover intention and the mediating roles of employee cynicism and job embeddedness.

Design/methodology/approach

Surveys were conducted to collect data in 3 waves, and 211 samples were finally obtained. The hypothesised relationships were tested using hierarchical multiple regression analyses and ProClin bootstrapping.

Findings

The results suggested that supervisor ostracism was positively related to employee turnover intention and that employee cynicism and job embeddedness played mediating roles. The analysis further confirmed that employee cynicism and job embeddedness played serial, double-mediating roles between supervisor ostracism and employee turnover intention.

Practical implications

This study helps understand the influence of supervisor ostracism on employee turnover intention, mitigating undesirable consequences that lead to employee turnover intention.

Originality/value

This study refines the knowledge on workplace ostracism, explores the impact of supervisor ostracism on employee turnover intention from different perspectives and reveals the relationship between them. It integrated cultural factors in a Chinese context, providing a further reference for local management practices.

Details

Journal of Managerial Psychology, vol. 39 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 8 January 2024

Mansik Yun, Nga Do and Terry Beehr

The purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn…

Abstract

Purpose

The purpose of the current research is to examine the crucial role of employees' perception of an incivility norm in predicting supervisors' incivility behaviors, which in turn, results in employees enacting incivility toward their coworkers and employees' emotional exhaustion.

Design/methodology/approach

In Study 1, an experience sampling method (a daily-diary approach) in which 143 male participants from several construction sites completed a total of 1,144 questionnaires was used . In Study 2, cross-sectional data from 156 male employees working in a manufacturing organization was collected. In Study 3, a quasi-experiment was conducted in which 33 and 36 employees were assigned to the intervention and control groups, respectively.

Findings

In Studies 1 and 2, it was revealed that employees are likely to experience their supervisor’s incivility behaviors when perceiving such incivility behaviors are more acceptable within the organization (incivility norm). Further, once employees experience incivility from their supervisor, they are more likely to enact incivility toward their coworkers and experience emotional exhaustion. In Study 3, changing organizational policies via implementing grievance procedures was effective in improving the study’s outcome variables.

Originality/value

Incivility norms predict some negative work outcomes such as incivility behaviors as both a victim and instigator, and emotional exhaustion. Further, reducing an adverse organizational norm (i.e. incivility norm) via instituting grievance procedures was effective in reducing incivility behaviors and emotional exhaustion.

Details

Leadership & Organization Development Journal, vol. 45 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 14 December 2023

Cen April Yue, Yufan Sunny Qin and Linjuan Rita Men

This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on…

Abstract

Purpose

This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB).

Design/methodology/approach

This study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses.

Findings

The findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture.

Originality/value

This study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups.

Details

Corporate Communications: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 10 April 2023

Tahia Alam Macias, Megan Chapman and Prerana Rai

The purpose of this paper is to draw on the agent-system model of (in)justice and negative norm of reciprocity of social exchange theory to examine the indirect impact of…

Abstract

Purpose

The purpose of this paper is to draw on the agent-system model of (in)justice and negative norm of reciprocity of social exchange theory to examine the indirect impact of supervisory interactional injustice (i.e. interpersonal and informational) on employees’ target-specific extra-role work behaviours [counterproductive work behaviour directed at supervisor (CWB-S) and organisational citizenship behaviour directed at supervisor (OCB-S)] via distrust in supervisor.

Design/methodology/approach

The authors conducted a two-wave study, and participants (n = 401) were recruited via Amazon Mechanical Turk using a survey methodology. Bias-corrected confidence intervals (CIs) constructed in 20,000 bootstrap samples were used to test the mediation effects.

Findings

The findings indicated that interpersonal and informational injustice are positively related to employees’ distrust in supervisor. Furthermore, interpersonal and informational injustice indirectly affected CWB-S and OCB-S via distrust in supervisor.

Research limitations/implications

Several limitations and future research should be discussed. First, the cross-sectional nature of this study prevented us from establishing the causal direction implied by the mediation models in this research. Second, the authors cannot rule out the potential for common method variance. These limitations can be addressed by collecting data from multiple sources (e.g. supervisor and coworkers) at different points in time or by experimental study design. Lastly, the authors did not consider contextual variables (e.g. formal policies, practices, ethical rules and cultural climate) that may influence the proposed relationships’ strengths and directions.

Practical implications

Even though perceptions of distributive and procedural injustice can affect employee deviant behaviours targeted at the organisation and organisational members, the present findings suggest that practitioners should be aware that perceptions of supervisory interactional injustice (i.e. interpersonal and informational) are likely be requited with employees’ extra-role work behaviours targeted at the supervisor. The present findings suggest that, via distrust in supervisor, employees are likely to engage in more CWB-S and fewer OCB-S as a result of supervisory interactional injustice. Considering the costs associated with high CWB-S and low OCB-S, supervisors should be trained in adhering to interactional justice rules. Additionally, supervisors should be mindful and practice caution when interacting with subordinates, to ensure that interactional justice norms are not violated. Lastly, supervisors can seek feedback from subordinates regarding their perceptions of supervisory interactional injustice, as these assessments will allow the supervisors to adapt their behaviours to impede subordinates’ deviant behaviours aimed towards them.

Originality/value

This study contributes to the literature on organisational injustice and workplace behaviour. First, most injustice research assumes that injustice is the opposite of justice; this study examines the effect of interactional injustice. Second, the authors develop a target-specific model focusing on the interactions between two key organisational stakeholders (i.e. supervisors and employees). The authors suggest that supervisor’s disrespect and untruthfulness towards the employee will eventually result in employee revenge (i.e. CWB-S) and lack of cooperation (i.e. OCB-S) towards supervisor. Finally, the authors examine the mechanism (i.e. distrust in supervisor) through which supervisory interactional injustice may ensue in employee extra-role behaviours directed at the supervisor.

Details

International Journal of Organizational Analysis, vol. 32 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

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