We build on the emerging research that shows aversive subordinate workplace behaviors are likely related to abusive supervision in the workplace. Specifically, we develop and test a moderated-mediation model outlining the process of abusive supervision based on the stressor-emotion model of counterproductive work behavior. We argue that subordinate interpersonal deviance prompts supervisor negative emotions, which then leads supervisors to engage in abusive supervision. We also argue that subordinate organizational citizenship behavior is likely to play a crucial role in predicting abusive (...) supervision. We argue that interpersonal deviance is more likely to prompt abusive supervision through supervisor negative emotions when the magnitude of an employee’s engagement in OCB is weaker. Study 1, a time-lagged field study, tests and provides support for the relationships among our key variables. Study 2, utilizing multisource field data, replicates the results from Study 1 and provides support for the entire moderated-mediation model while controlling for tenure with supervisor, subordinate task performance, and subordinate conscientiousness. We find general support for our predictions. We conclude with a discussion of theoretical and practical implications as well as future research directions. (shrink)
Paley, in his note on Eur. Hel. 1301, says, ‘The choral ode which here follows, though beautiful in itself, is liable to the charge of being unconnected with the subject of the play.’ He adds that the ode ‘is both difficult and corrupt.’ And as far as I am aware, no one has yet succeeded in explaining away the difficulties, or restoring the more corrupt sentences.
Despite the recent emergence of many new ethical decision making models, there has been minimal emphasis placed on the impact of escalating commitment on the ethical decision making process. In this paper a new variable is introduced into the ethical decision making literature. This variable, exposure to escalation situations, is posited to increase the likelihood that individuals will choose unethical decision alternatives. Further, it is proposed that escalation situations should be included as a variable in Jones's (1991) comprehensive model of (...) ethical decision making. Finally, research propositions are provided based on the relationship between escalating commitment and the ethical decision making process. (shrink)