Ripple effects of supervisor counterproductive work behavior directed at the organization: using affective events theory to predict subordinates’ decisions to enact CWB

IF 2.9 4区心理学 Q2 PSYCHOLOGY, APPLIED

Human Performance Pub Date : 2020-07-20 DOI:10.1080/08959285.2020.1791871

Clair A. Reynolds Kueny, Ellen Francka, Mindy K. Shoss, Lucille Headrick, Kaitlyn R Erb

引用次数: 17

Abstract

ABSTRACT Exposure to others’ counterproductive work behaviors may significantly impact employees at work. However, research has yet to thoroughly examine third-party reactions to CWB, particularly supervisor CWB. We build on affective events theory, research regarding supervisors’ role in shaping work experiences, and research on vicarious effects of CWB to better understand how exposure to supervisor CWB-O can influence subordinates. Based on insights from preliminary studies, the within-person vignette-based focal study (N = 1232 ratings nested in 176 raters) assessed when and how supervisor CWB-O predicts subordinates’ decisions to enact their own CWB. Results suggest that supervisor CWB-O enacted in the context of a negative supervisor-subordinate relationship as well as severe, frequent supervisor CWB-O elicits negative subordinate reactions leading to greater intentions to enact CWB themselves.

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主管针对组织的反作用工作行为的连锁反应：使用情感事件理论预测下属制定CWB的决策

接触他人的反生产行为会显著影响员工的工作。然而，研究尚未彻底调查第三方对绕道的反应，特别是监管机构对绕道的反应。我们以情感事件理论、主管在塑造工作经验中的作用的研究以及对CWB的替代效应的研究为基础，更好地理解上司的CWB- o如何影响下属。基于初步研究的见解，以个人为基础的焦点研究(N = 1232个评分，嵌套在176个评分者中)评估了主管CWB- o何时以及如何预测下属制定自己的CWB的决定。研究结果表明，在消极的上下级关系以及严重、频繁的上下级关系的背景下，管理者CWB- o会引起下属的消极反应，从而导致他们自己更倾向于实施CWB。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Performance PSYCHOLOGY, APPLIED-

CiteScore

4.30

自引率

0.00%

发文量

期刊介绍： Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.