Hostname: page-component-7bb8b95d7b-cx56b Total loading time: 0 Render date: 2024-09-23T15:15:45.613Z Has data issue: false hasContentIssue false
  • English
  • Français

Supervisor to coworker social undermining: The moderating roles of bottom-line mentality and self-efficacy

Published online by Cambridge University Press:  20 February 2018

Gabi Eissa ,
Rebecca Wyland  and
Ritu Gupta
Gabi Eissa*
Affiliation:
Department of Management, Fowler College of Business, San Diego State University, CA, USA
Rebecca Wyland
Affiliation:
Department of Management & Marketing, University of Wisconsin-Eau Claire, College of Business, Eau Claire, WI, USA
Ritu Gupta
Affiliation:
HRM Department, TA Pai Management Institute, Manipal, Karnataka, India
*
Corresponding author: eissagmg@gmail.com
Get access Rights & Permissions [Opens in a new window]

Abstract

This research presents and tests a trickle-down model of social undermining in the workplace. Drawing on social cognitive theory, this study specifically demonstrates that supervisor social undermining is positively associated with coworker social undermining in the workplace. Furthermore, this study argues that employee bottom-line mentality will exacerbate the positive relationship between supervisor social undermining and coworker social undermining, whereas employee self-efficacy will buffer this positive relationship. Overall, our findings support our proposed trickle-down model using field data obtained from several information technology and financial organizations in India. Theoretical and practical implications as well as directions for future research are discussed.

Keywords

supervisor social underminingbottom-line mentalityself-efficacycoworker social underminingcounterproductive work behavior
Type
Research Article
Information
Journal of Management & Organization , Volume 26 , Issue 5 , September 2020 , pp. 756 - 773
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: Sage.Google Scholar
Ambrose, M. L., & Schminke, M. (2009). The role of overall justice judgments in organizational justice research: A test of mediation. Journal of Applied Psychology, 94, 491–500.CrossRefGoogle ScholarPubMed
Andersson, L. M., & Pearson, C. M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24, 452–471.CrossRefGoogle Scholar
Aquino, K., Tripp, T. M., & Bies, R. J. (2006). Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations. Journal of Applied Psychology, 91, 653–668.CrossRefGoogle Scholar
Aryee, S., Chen, Z. X., Sun, L., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervisions: Test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.CrossRefGoogle Scholar
Babin, B. J., & Boles, J. S. (1996). The effects of perceived co-worker involvement and supervisor support on service provider role stress, performance and job satisfaction. Journal of Retailing, 72, 57–75.CrossRefGoogle Scholar
Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Bandura, A. (1997). Editorial. American Journal of Health Promotion, 12, 8–10.CrossRefGoogle Scholar
Bandura, A. (2012). On the functional properties of perceived self-efficacy revisited. Journal of Management, 38, 9–44.CrossRefGoogle Scholar
Bandura, A., & Locke, E. A. (2003). Negative self-efficacy and goal effects revisited. Journal of Applied Psychology, 88, 87–99.CrossRefGoogle ScholarPubMed
Barsky, A. (2008). Understanding the ethical cost of organizational goal-setting: A review and theory development. Journal of Business Ethics, 81, 63–81.CrossRefGoogle Scholar
Blau, P. M. (1964). Exchange and power in social life. Piscataway, NJ: Transaction Publishers.Google Scholar
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior & Human Decision Processes, 97, 117–134.CrossRefGoogle Scholar
Callahan, D. (2004). The cheating culture: Why more Americans are doing wrong to get ahead. Orlando, FL: Harcourt.Google Scholar
Chang, C.-H., Ferris, D. L., Johnson, R. E., Rosen, C. C., & Tan, J. A. (2012). Core self-evaluations a review and evaluation of the literature. Journal of Management, 38, 81–128.CrossRefGoogle Scholar
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874–900.CrossRefGoogle Scholar
Doty, D. H., & Glick, W. H. (1998). Common methods bias: Does common methods variance really bias results? Organizational Research Methods, 1, 374–406.CrossRefGoogle Scholar
Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social undermining in the workplace. Academy of Management Journal, 45, 331–351.Google Scholar
Duffy, M. K., Ganster, D. C., Shaw, J. D., Johnson, J. L., & Pagon, M. (2006). The social context of undermining behavior at work. Organizational Behavior and Human Decision Processes, 101, 105–126.CrossRefGoogle Scholar
Duffy, M. K., Scott, K. L., Shaw, J. D., Tepper, B. J., & Aquino, K. (2012). A social context model of envy and social undermining. Academy of Management Journal, 55, 643–666.CrossRefGoogle Scholar
Dunn, J. R., & Schweitzer, M. (2006). Green and mean: Envy and social undermining in organizations. In A. Tenbrunsel (Ed.), Research on managing groups and teams: Ethics in groups (Vol. 8, pp. 177–197). London: Elsevier.Google Scholar
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87, 565–573.CrossRefGoogle ScholarPubMed
Eissa, G., & Wyland, R. (2016). Keeping up with the Joneses: The role of envy, relationship conflict, and job performance in social undermining. Journal of Leadership & Organizational Studies, 23, 55–65.CrossRefGoogle Scholar
Gist, M. E., & Mitchell, T. R. (1992). Self-efficacy: A theoretical analysis of its determinants and malleability. Academy of Management Review, 17, 183–211.CrossRefGoogle Scholar
Gosling, S. D., Rentfrow, P. J., & Swan, W. B. Jr. (2003). A very brief measure of the Big-Five personality domains. Journal of Research in Personality, 37, 504–528.CrossRefGoogle Scholar
Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161–178.CrossRefGoogle Scholar
Greenbaum, R. L., Mawritz, M. B., & Eissa, G. (2012). Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. Journal of Applied Psychology, 97, 343–359.CrossRefGoogle ScholarPubMed
Harris, K. J., Harvey, P., & Kacmar, K. M. (2009). Do social stressors impact everyone equally? An examination of the moderating impact of core self-evaluations. Journal of Business and Psychology, 24, 153–164.CrossRefGoogle Scholar
Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York, NY: Guilford Press.Google Scholar
Hobfoll, S. E. (1988). The ecology of stress. New York: Hemisphere.Google Scholar
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44, 513–524.CrossRefGoogle ScholarPubMed
Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits—self-esteem, generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job performance: A meta-analysis. Journal of Applied Psychology, 86, 80–92.CrossRefGoogle Scholar
Judge, T. A., Erez, A., Bono, J. E., & Thoresen, C. J. (2003). The core self‐evaluations scale: Development of a measure. Personnel Psychology, 56, 303–331.CrossRefGoogle Scholar
Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. V. (2012). A trickle‐down model of abusive supervision. Personnel Psychology, 65, 325–357.CrossRefGoogle Scholar
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108, 1–13.CrossRefGoogle Scholar
Michel, J. S., & Bowling, N. A. (2013). Does dispositional aggression feed the narcissistic response? The role of narcissism and aggression in the prediction of job attitudes and counterproductive work behaviors. Journal of Business and Psychology, 28, 93–105.CrossRefGoogle Scholar
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92, 1159–1168.CrossRefGoogle ScholarPubMed
Nahum-Shani, I. N., Henderson, M. M., Lim, S., & Vinokur, A. D. (2014). Supervisor support: Does supervisor support buffer or exacerbate the adverse effects of supervisor undermining? Journal of Applied Psychology, 99, 484–503.CrossRefGoogle ScholarPubMed
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903.CrossRefGoogle ScholarPubMed
Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23, 224–253.CrossRefGoogle ScholarPubMed
Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437–453.CrossRefGoogle Scholar
Schneider, B., Goldstein, H. W., & Smith, D. B. (1995). The ASA framework: An update. Personnel Psychology, 48, 747–773.CrossRefGoogle Scholar
Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: relationships with subordinates’ perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91, 689–695.CrossRefGoogle ScholarPubMed
Spector, P. E. (1987). Method variance as an artifact in self-reported affect and perceptions at work: Myth or significant problem? Journal of Applied Psychology, 72, 438–443.CrossRefGoogle Scholar
Spector, P. E. (2006). Method variance in organizational research: Truth or urban legend? Organizational Research Methods, 9, 221–232.CrossRefGoogle Scholar
Spell, H. B., Eby, L. T., & Vandenberg, R. J. (2014). Developmental climate: A cross-level analysis of voluntary turnover and job performance. Journal of Vocational Behavior, 84, 283–292.CrossRefGoogle ScholarPubMed
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimension, measurement, and validation. Academy of Management Journal, 38, 1442–1465.Google Scholar
Stajkovic, A. D. (2006). Development of a core confidence higher-order construct. Journal of Applied Psychology, 91, 1208–1224.CrossRefGoogle ScholarPubMed
Stajkovic, A. D., & Luthans, F. (1998). Self-efficacy and work-related performance: A meta-analysis. Psychological Bulletin, 124, 240–261.CrossRefGoogle Scholar
Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis. Organizational Behavior and Human Decision Processes, 109, 156–167.CrossRefGoogle Scholar
Tepper, B. J., Duffy, M. K., Henle, C. A., & Lambert, L. S. (2006). Procedural injustice, victim precipitation, and abusive supervision. Personnel Psychology, 59, 101–123.CrossRefGoogle Scholar
Waddock, S. A., Bodwell, C., & Graves, S. B. (2002). Responsibility: The new business imperative. The Academy of Management Executive, 16, 132–148.Google Scholar
Wolfe, D. M. (1988). Is there integrity in the bottom line: Managing obstacles to executive integrity. In S. Srivastva (Ed.), Executive integrity: The search for high human values in organizational life (pp. 140–171). San Francisco, CA: Jossey-Bass.Google Scholar
Yukl, G., & Falbe, C. M. (1990). Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of Applied Psychology, 75, 132–140.CrossRefGoogle Scholar
Yukl, G., & Falbe, C. M. (1991). Importance of different power sources in downward and lateral relations. Journal of Applied Psychology, 76, 416–423.CrossRefGoogle Scholar
Zhang, H., Kwan, H. K., Zhang, X., & Wu, L. Z. (2014). High core self-evaluators maintain creativity a motivational model of abusive supervision. Journal of Management, 40, 1151–1174.CrossRefGoogle Scholar