Recipient and observer reactions to discipline: are managers experiencing wishful thinking?

A qualitative study of recipients' and observers' reactions to discipline events was conducted. Data from 123 recipient interviews and 46 observer interviews were content analyszed and categorized. Results showed that while both groups see positive results from discipline, recipients and observers may lose respect for the discipliner, and may develop negative attitudes toward the organization as a consequence of the discipline. They are also likely to perceive the discipline event as unfair, especially when discipline is applied for informal as opposed to formal rule violations. Copyright © 2001 John Wiley & Sons, Ltd.     

Religious harassment in the workplace: An examination of observer intervention

Religious harassment claims in the United States have risen sharply over the past decade. However, victims of religious harassment may not always report harassment, and true rates may be higher. Hence, actions taken by third parties present (observers) are important in combating harassment in the workplace. The purpose of this paper is to extend a previous model of observer intervention and related research by testing it empirically in the context of religious harassment and identify factors that influence observers' decision to intervene (intervention), when they intervene (level of immediacy), and how much they intervene (level of involvement). Across two studies, we find evidence that verbal harassment, ambiguity of intent, relationship to target/harasser, recurrence belief, religious commitment, pro‐social orientation, and the interactive effect of shared religion and religious commitment predict intervention. Furthermore, individuals show higher levels of involvement and immediacy in intervention when costs are low and emotional reactions are high. Implications of these findings for engaging observers in combatting harassment are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

The social effects of punishment events: the influence of violator past performance record and severity of the punishment on observers' justice perceptions and attitudes

This study examined how the perceptions and attitudes of third party observers of punishment events are influenced by characteristics of the violator and the punishment event itself. Using a scenario methodology, we manipulated the past performance record of the violator and the severity of the consequences administered by the supervisor. Subjects read the scenarios from the point of view of a coworker/ observer, and responded to questions measuring their perceptions of retributive justice and fairness of the punishment, as well as their desire for more punishment, their attitudes toward the supervisor, and their intention to leave the organization. Results showed that observers judged violators with poor performance records as more deserving of punishment than those with good records, and judged events as more fair when the manager's response was severe. Interactions between these two factors were also found to be significant. Implications of these findings are discussed. © 1998 John Wiley & Sons, Ltd.     

Reactions to psychological contract breach: a dual perspective

This study examined reactions to psychological contract breach from two separate perspectives, that is, employee's reactions to perceptions of employer breach and supervisor's reactions to perceptions of employee breach of the psychological contract. In addition to the main effects, we also hypothesized that the benevolence (or kindness) of the supervisor and the traditional values (or respect for authority) of the employee would attenuate the negative effects of psychological contract breach. We tested these hypotheses with a sample of 273 supervisor‐subordinate dyads from the People's Republic of China. The results showed that employer breach correlated negatively with employee outcomes of organizational commitment (OC), organizational citizenship behavior (OCB), and work performance, but this negative relationship was weaker for employees with traditional values. The results also demonstrated that employee breach correlated negatively with responses from the supervisor, in terms of the mentoring provided to the employee and the leader‐member exchange (LMX) quality. However, more benevolent supervisors reacted less negatively in terms of the mentoring than did the less benevolent supervisors. Implications for future research are offered. Copyright © 2007 John Wiley & Sons, Ltd.     

Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance

Recognizing that supervisor–subordinate dyads exist within a broader organizational hierarchy, we examine how the individual's role within the organizational hierarchy influences perceptions of abusive supervision. Specifically, we examine how supervisors' abusive behaviors are perceived by abusive supervisors' managers as well as abusive supervisors' subordinates. Drawing on role theory, we propose that these perceptions will differ. Further, we suggest that these differences will be reflected in different relationships between manager-rated abusive supervision and subordinate-rated abusive supervision and managers' evaluations of supervisor performance. Results from manager–supervisor–subordinate triads indicate differences between managers' and subordinates' view of abusive supervision. Further, managers' perceptions of abuse were related to supervisors' in-role performance, whereas subordinates' perceptions of abuse were related to workgroup performance. In Study 2, we replicate these findings and expand our investigation to an examination of supervisors' contextual performance. Additionally, we examine another contextual characteristic—aggressive climate—and demonstrate it influences how abusive supervision relates to managerial evaluations of supervisor performance. Future research and managerial implications are discussed.     

The Janus face of paternalistic leaders: Authoritarianism,benevolence, subordinates' organization‐based self‐esteem,and performance

We investigated how the two components of paternalistic leadership, namely authoritarianism and benevolence, jointly influenced work performance through their impacts on organization‐based self‐esteem (OBSE). Using a sample of 686 supervisor–subordinate dyads collected from a manufacturing firm in the People's Republic of China, we found that OBSE mediated the negative relationship between authoritarian leadership on one hand and subordinate task performance and organizational citizenship behavior toward the organization (OCBO) on the other. We also found that the negative effect of authoritarian leadership on subordinate OBSE, task performance, and OCBO was weaker when supervisors exhibited higher levels of leader benevolence. Also, OBSE mediated the joint effect of authoritarian leadership and benevolent leadership on subordinate task performance and OCBO. Copyright © 2012 John Wiley & Sons, Ltd.     

The effects of managerial and employee attributions for corporate social responsibility initiatives

Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factors such as leadership processes in shaping these attributions. Drawing from attribution and social learning theories, we develop a multilevel social influence theory of how CSR affects employees. We integrate managers as second observers in the baseline actor (i.e., firm)—observer (i.e., employee) dyad, whereas most attribution theory research has focused on single actor–observer dyads. Multisource field data collected from 427 employees and 45 managers were analyzed using hierarchical linear modeling. Managers' genuine (self‐serving) CSR attributions are positively related to employees' genuine (self‐serving) CSR attributions; and the strength of the relationship between managers' and employees' genuine CSR attributions depends on managers' organizational tenure. Employees' genuine CSR attributions also are positively related to employee advocacy, whereas—interestingly—employees' self‐serving CSR attributions do not appear to harm employee advocacy. Copyright © 2017 John Wiley & Sons, Ltd.     

Targeted workplace incivility: The roles of belongingness,embarrassment, and power

Research to date has largely been unclear about whether a single perpetrator is sufficient to instigate the well‐documented negative consequences of workplace incivility. In the current research, we examine the extent to which perceived belongingness and embarrassment mediate the relationship between incivility from a single perpetrator and two important outcomes (job insecurity and somatic symptoms), and the extent to which the perpetrator's power moderates these relationships. Across two studies using different methods, we find that incidents of single perpetrator incivility are associated with target feelings of isolation and embarrassment, which in turn relate to targets' perceived job insecurity and somatic symptoms (Studies 1 and 2) both the same day and three days later (Study 2). Moreover, we find that perpetrator power moderates the relationship between incivility and embarrassment, such that targets are more embarrassed when the perpetrator is powerful. Implications for theory and practice are discussed. Copyright © 2017 John Wiley & Sons, Ltd.     

Expressing forgiveness after interpersonal mistreatment: Power and status of forgivers influence transgressors' relationship restoration efforts

One adverse consequence of interpersonal mistreatment is that it damages the relationship between the victim and the transgressor. Scholars have promoted forgiveness of such mistreatment as a victim response that can motivate transgressors to work towards relationship restoration. Building on social exchange theory and the social perception literature, we provide an account of when transgressors are less (vs. more) willing to restore their relationship with the victim in response to forgiveness. Specifically, we argue that transgressors perceive forgiveness from a victim who has high (vs. low) power, relative to the transgressor, as insincere, making transgressors less willing to restore the relationship. We further argue that this effect of high (vs. low) victim power is pronounced especially when the victim also has low (vs. high) status. Two experiments and two field studies support these predictions. These findings highlight the relevance of studying how contextual conditions color transgressors' perceptions of victims' behavior to understand relationship restoration after interpersonal mistreatment.     

Political behaviors as moderators of the perceptions of organizational politics—work outcomes relationships

This study investigates the complexities involved in the relationships between perceptions of politics and work outcomes by examining the effects of political behavior on that relationship. More specifically, we suggest that political behavior may serve as a form of control or as a mechanism for coping with highly political organizational environments perceived by individuals to be aversive. As such, we propose moderating roles of self‐promotion and ingratiation on the relationships between perceptions of politics and the work outcomes of satisfaction with job in general, satisfaction with supervision, and intent to leave. It was hypothesized that increased exercise of self‐promotion and ingratiation behaviors would mitigate the negative effects of perceptions of organizational politics on those specific outcomes. Hypotheses were supported for the proposed relationships between self‐promotion and two of the work outcomes: satisfaction with supervision and intent to leave. Significant effects were also found for ingratiation; however, they were opposite to those proposed for the perceptions of organizational politics–intent to leave relationship. Implications of results and areas for future research are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Why did I say sorry? Apology motives and transgressor perceptions of reconciliation

Despite the importance of apology in reconciling interpersonal transgressions, little research has focused on the people engaging in the behavior. Why do transgressors apologize in the workplace, and do apology motives shape transgressor perceptions of reconciliation? We conducted three field studies using qualitative and quantitative methodologies to examine these questions. In Studies 1 and 2 (total N = 781), we identified four distinct apology motives—self‐blame, relational value, personal expedience, and fear of sanctions—and developed self‐report scales to measure the motives. In Study 3 (N = 420), we examined relations between apology motives and transgressor perceptions of victim forgiveness and relationship reconciliation through the lens of motivated cognition. We found that apologizing due to self‐blame, relational value, and personal expedience increases perceptions of victim forgiveness, whereas apologizing due to fear of sanctions decreases perceived forgiveness. Moreover, mediation analyses revealed that motives indirectly influence transgressor perceptions of relationship reconciliation through perceived forgiveness. Taken together, our research presents a novel multidimensional perspective on apology‐giving in the workplace, suggesting that why transgressors apologize can affect their perceptions of reconciliation. Overall, our research highlights the need to incorporate transgressor cognitive and motivational processes into reconciliation research.     

The moderating effects of political skill on the perceived politics–outcome relationships

Previous research has established that perceptions of organizational politics are associated with negative organizational outcomes. However, this may not hold true for all individuals. We offer subordinate and supervisor political skill, the ability to understand interactions at work and to use that understanding to effectively influence others, as possible moderators. Specifically, this study investigates the impact of both employees' self‐rated political skill and their managers' political skill on job satisfaction, job performance, and manager‐rated commitment. We examined these relationships in an organizational sample of 106 matched dyadic pairs and found mixed support for the joint moderating effect of self and manager political skill on the politics perceptions‐outcome relationships. Strengths, limitations, and directions for future research are discussed. Copyright © 2010 John Wiley & Sons, Ltd.     

Significant work events and counterproductive work behavior: The role of fairness,emotions, and emotion regulation

In this diary study, we investigated multi‐level predictors of daily counterproductive work behavior (CWB) relying on the theoretical frameworks of affective events theory and the emotion‐centered model of CWB. We assessed significant work events, event‐based fairness perceptions, negative emotional reactions to work events, and employee CWB over a 10‐day period. We tested within‐person relations predicting CWB, and cross‐level moderating effects of two emotion regulation strategies (suppression and reappraisal). Results from a multi‐level path analysis revealed that significant work events had both direct and indirect effects on negative emotional reactions. Further, negative emotional reactions in turn mediated the relationships between significant work events and all forms of daily CWB as well as the relationship between event‐based fairness perceptions and daily CWB‐O. Results also supported the moderating role of reappraisal emotion regulation strategy on relations between significant work events and negative emotional reactions. Less support, however, was found for the moderating influence of suppression on the link between negative emotional reactions and CWB. Among the broad work event categories we identified, our supplemental analyses revealed that negative work events involving interactions with supervisors elicited the highest levels of employee negative emotional reactions. We discuss the theoretical and practical implications of these findings. Copyright © 2014 John Wiley & Sons, Ltd.     

Supervisors' emotional exhaustion and abusive supervision: The moderating roles of perceived subordinate performance and supervisor self‐monitoring

Drawing from conservation of resources theory, this study aims to create new knowledge on the antecedents of abusive supervision. Results across 2 independent field studies within a manufacturing context (Study 1) and a customer service context (Study 2) consistently demonstrated a 3‐way interaction pattern, such that supervisors' experiences of emotional exhaustion, perceived subordinate performance, and self‐monitoring were jointly associated with subordinates' abusive supervision perceptions. A supplementary scenario experiment further corroborated this pattern. Together, the present studies illustrate a contingency model of abusive supervision's origins, highlighting emotional exhaustion as an important risk factor that is particularly likely to trigger abusive behavior among supervisors with lower (rather than higher) self‐monitoring who are faced with a relatively underperforming subordinate. As such, this research advances the abusive supervision literature by offering new insights into the complex resource conservation processes that may give rise to subordinates' abuse perceptions.     

When the going gets tough: Employee reactions to large-scale organizational change and the role of employee Machiavellianism

Large-scale, long-term change initiatives take time to unfold, which can be a source of uncertainty and strain. Investigating the initial 19 months of a large-scale change, we argue that during these stages, employees' change-related beliefs become more negative over time, which negatively affects their work engagement and, ultimately, increases their turnover intentions. Furthermore, we investigate the impact of a trait, Machiavellianism, on change reactions and propose that employees high in Machiavellianism react more negatively during change processes as they are especially susceptible to uncertainty and stress. We test our (cross-level) moderated mediation model in a three-wave longitudinal study among employees undergoing a large-scale change (T1: n = 1,602; T2: n = 1,113; T3: n = 759). We find that employees' beliefs about the impact and value of the change are indeed negatively related to change duration and that decreases in these perceptions come with a decline in engagement and increases in turnover intentions. Moreover, employees high in Machiavellianism react more strongly to a deterioration in change-related beliefs, showing stronger reductions in engagement and stronger increases in turnover intentions than employees low in Machiavellianism. Our study offers explanations for the negative effects of large-scale changes including an explanatory factor for disparate employee reactions to change over time.     

Not seeing eye to eye: differences in supervisor and subordinate perceptions of and attributions for psychological contract breach

This study examines supervisor and subordinate perceptions of and attributions for psychological contract breach. The data suggest that supervisor and subordinate perceptions are most likely to differ on the extent to which the organization violated its obligations to provide fair pay, advancement opportunities, and a good employment relationship. In addition, the results indicate that the greater the degree of psychological contract breach reported by subordinates, the less committed they are to the organization and the lower their job performance (as rated by their supervisor). Moreover, when psychological contract breach is perceived, supervisors' and subordinates' attributions regarding the reasons for the breach are likely to differ. Specifically, the findings suggest that subordinates are more likely to attribute breach to the organization's intentional disregard for the commitments that it had made to the employee, while supervisors are more inclined to attribute breach to situations beyond the organization's direct control. Copyright © 2001 John Wiley & Sons, Ltd.     

When expressions of fake emotions elicit negative reactions: The role of observers' dialectical thinking

Fake displays of emotions are common in social and organizational settings. It is therefore important to understand their consequences. To reconcile mixed previous findings, we develop a model in which the consequences of expressing fake emotions depend on the observers' level of dialectical thinking, a cognitive style characterized by acceptance of inconsistencies. We propose that observers lower, but not higher, on dialectical thinking may infer that interaction partners who fake emotions are untrustworthy and, in turn, react negatively. We found support for our model in 2 studies. In a field fundraising experiment (Study 1), fundraisers who displayed fake (vs. genuine) happiness received smaller monetary donations and elicited lower intentions to volunteer from donors lower, but not higher, on dialectical thinking. In a laboratory negotiation experiment (Study 2), negotiators who displayed fake anger (vs. genuine anger or no emotion) were trusted less and received higher demands from counterparts lower, but not higher, on dialectical thinking. Trust mediated the moderating effect of dialecticism on the relation between fake anger (vs. genuine anger and no emotion) and demands. We discuss the theoretical and practical implications of the findings.     

Sexualize one,objectify all? The sexualization spillover effect on female job candidates

We examined whether sexualizing a businesswoman impacts attitudes toward subsequently evaluated, nonsexualized females applying for a corporate managerial position. Research shows that sexualized women are perceived as less warm and competent (i.e., objectified). Integrating this work with research on social cognition, we hypothesized that the negative effect of sexualization “spills over” onto other nonsexualized women, reducing their hireability. Across two experiments, initially sexualized women were perceived as less warm and competent, as were subsequently evaluated nonsexualized female job candidates. In turn, these negative perceptions reduced the applicants' probability of being hired. Sexualization of women also increased intentions to hire a subsequently evaluated male candidate. The results were robust when we controlled for evaluators' gender and age. Our findings demonstrate that female job applicants can experience detrimental effects from sexually based objectification, even when they are not the individuals initially sexualized. We discuss implications for women's careers.     

The place and role of (moral) anger in organizational behavior studies

The aim of this article is to conceptually delineate moral anger from other related constructs. Drawing upon social functional accounts of anger, we contend that distilling the finer nuances of morally motivated anger and its expression can increase the precision with which we examine prosocial forms of anger (e.g., redressing injustice), in general, and moral anger, in particular. Without this differentiation, we assert that (i) moral anger remains theoretically elusive, (ii) that this thwarts our ability to methodologically capture the unique variance moral anger can explain in important work outcomes, and that (iii) this can promote ill‐informed organizational policies and practice. We offer a four‐factor definition of moral anger and demonstrate the utility of this characterization as a distinct construct with application for workplace phenomena such as, but not limited to, whistle‐blowing. Next, we outline a future research agenda, including how to operationalize the construct and address issues of construct, discriminant, and convergent validity. Finally, we argue for greater appreciation of anger's prosocial functions and concomitant understanding that many anger displays can be justified and lack harmful intent. If allowed and addressed with interest and concern, these emotional displays can lead to improved organizational practice. © 2015 The Authors Journal of Organizational Behavior Published by John Wiley & Sons Ltd.     

Getting even with one's supervisor and one's organization: relationships among types of injustice,desires for revenge,and counterproductive work behaviors

I tested hypotheses derived from the agent–system model of justice specifying that, among the different types of justice, interpersonal and informational justice explain the most unique variance in counterproductive work behavior (CWB) directed toward one's supervisor, and procedural justice explains the most unique variance in CWB directed toward one's organization. I also tested whether individuals' desires for revenge against one's supervisor and one's organization mediate certain justice–CWB relationships. Results (N = 424) provided considerable support for the study hypotheses, showing that employees tend to direct their CWB toward the source of perceived mistreatment, and that desires for revenge explain part, but not all, of the relationships between some types of injustice and CWB. Implications for theory, research, and practice are discussed. Copyright © 2008 John Wiley & Sons, Ltd.