Finding the silver lining: why and when abusive supervision improves the objective service performance of abused employees
Finding the silver lining: why and when abusive supervision improves the objective service performance of abused employees
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DOI：
10.1007/s10490-023-09927-z
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发表时间：
2023-10
影响因子：
5.4
通讯作者：
Ahsan Ali;Hussain Tariq;Yanling Wang
中科院分区：
文献类型：
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作者：
Ahsan Ali;Hussain Tariq;Yanling Wang
滥用监督文献通常表明，员工谁的经验，从他们的主管虐待可能会指责主管或组织的不当行为，导致工作表现下降作为一种报复的形式，以“甚至规模”。然而，这项研究有助于最近的一系列研究，这些研究通过强调自责的光明面，提出了滥用监督的一个积极方面，即受虐待的员工从事亲社会行为以改善他们的处境，以否定任何将自己视为受害者的看法。本研究以自我调节的社会认知理论为基础，预测了一个通过受虐待员工的自责将虐待性监督与客观服务绩效联系起来的双阶段调节模式，其中人际公正和工作中心性是第一阶段调节变量，核心自我评价是第二阶段调节变量。本研究采用时间滞后和多源数据收集的411名员工，研究发现，在高的人际公正，工作中心，和核心自我评价的背景下，受虐员工责备自己的虐待监督否定自己作为受害者的任何看法，并随后作出努力，在提高自己的客观服务绩效的形式，以防止未来的管理不当行为。这些研究结果的挑战，主要的叙述，通过引入的情况下，虐待主管可以引起生产性的反应，他们滥用的直接报告。本研究也讨论了管理者，直接报告和从业人员的理论贡献和实践意义。
The abusive supervision literature commonly suggests that employees who experience abuse from their supervisors may blame either the supervisors or the organization for the misconduct, leading to reduced job performance as a form of retaliation to ‘even the scales’. However, this study contributes to a recent stream of research that suggests one positive aspect of abusive supervision by highlighting the bright side of self-blame, where abused employees engage in prosocial behaviors to improve their situation, in order to negate any perception of themselves as victims. Drawing on the social cognitive theory of self-regulation, this study predicts a dual-stage moderated mediation pattern linking abusive supervision to objective service performance via abused employees’ self-blame, with interpersonal justice and work centrality as the first-stage moderators and core self-evaluation as a second-stage moderator. Using time-lagged and multi-source data collected from 411 employees, this study found that in a context of high interpersonal justice, work centrality, and core self-evaluation, abused employees blame themselves for the abusive supervision to negate any perception of themselves as victims, and subsequently make an attempt in the form of improving their objective service performance to prevent future supervisory misconduct. These findings challenge the predominant narrative by introducing circumstances in which abusive supervisors can elicit productive responses from their abused direct reports. This study also discusses the theoretical contributions and practical implications for managers, direct reports, and practitioners.