Shao, P., Li, A., & Mawritz, M. (2018). Self-protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality. Journal of Organizational Behavior, 39(1), 12-25. Web.
The present source deals with the effects of peer abusive supervision on third parties’ performance. Shao, Li, and Mawritz (2018) drew quite unexpected conclusions that are hardly in line with recent studies on the matter. Although the negative effects of abusive supervision have been explored, the authors found that peer abusive supervision could improve third parties’ work performance. Self-protection of employees who witnessed peer abusive supervision was the major mediator of improved performance. Shao et al. (2018) stressed that such effects were identified among employees high on prevention focus. The researchers also noted that the use of peer abusive supervision could not be employed to facilitate organizational performance since it did improve some employees’ motivation but diminished victims’ performance.
This study is a valuable source for the present research as it reveals the positive effect of abusive supervision on certain employees. This study shows that a positive impact can be found, but it is rather limited and is not associated with the proper performance of the entire organization. The use of peer abusive supervision can have detrimental effects on the working atmosphere and employees’ motivation and performance.
Shen, C., Yang, J., He, P., & Wu, Y. J. (2019). How does abusive supervision restrict employees’ feedback-seeking behavior? Journal of Managerial Psychology, 34(8), 546-559. Web.
Shen, Yang, He, and Wu (2019) examined the impact of abusive supervision on people’s feedback-seeking behavior (FSB). The researchers focused on such aspects as leader-member exchange (LMX) and organizational-based self-esteem (OBSE). It was found that abusive supervision had a negative impact on employees’ FSB through both LMX and OBSE. The researchers stated that supervisors should maintain appropriate relationships with their subordinates and never resort to abusive methods. If such methods are utilized, LMX can deteriorate, and it can be difficult to normalize the relationships between supervisors and subordinates. Shen et al. (2019) added that the quality of LMX could minimize the negative effect of abusive supervision, but if it persisted, it still led to lower performance.
This study is a valuable source because it is consistent with the existing literature regarding the relationship between abusive supervision and people’s motivation. The particular mechanism of this influence is explored, and practical implications are discussed. It is noteworthy that the study was implemented in the Chinese context, so it is important to take into account cultural peculiarities that are also influential factors.
Vogel, R. M., & Mitchell, M. S. (2017). The motivational effects of diminished self-esteem for employees who experience abusive supervision. Journal of Management, 43(7), 2218-2251. Web.
This study is concerned with the effects of abusive supervision on employees’ motivation and performance. Vogel and Mitchell (2017) stated that abusive behavior had an adverse impact on people’s motivation and contributed to an increase in turnover retention. The researchers found that abusive supervision led to employees’ diminished self-esteem, which, in its turn, resulted in destructive work behavior and self-presentational behavior.
Vogel and Mitchell (2017) utilized the self-defense perspective, so it was suggested that abusive supervision resulted in inappropriate organizational behavior due to employees’ attempts to protect their self-image. The impact of abusive supervision is higher for individuals with lower turnover intentions. Employees’ organizational and supervisor-directed deviance and aggregation are direct results of abusive supervision. The authors emphasized that such motivational effects translated into poor performance and a higher turnover rate, which was associated with lower organizational performance.
The value of this study lies in its focus on specific mechanics of the impact of abusive behavior. The researchers identify exact areas that are affected, so practitioners and scholars can develop effective strategies to minimize the negative effects on employees’ motivation. The study also suggests that the self-defense view is an effective model that can be used in research related to abusive behavior and its effects on people’s performance.
References
Shao, P., Li, A., & Mawritz, M. (2018). Self-protective reactions to peer abusive supervision: The moderating role of prevention focus and the mediating role of performance instrumentality. Journal of Organizational Behavior, 39(1), 12-25. Web.
Shen, C., Yang, J., He, P., & Wu, Y. J. (2019). How does abusive supervision restrict employees’ feedback-seeking behavior? Journal of Managerial Psychology, 34(8), 546-559. Web.
Vogel, R. M., & Mitchell, M. S. (2017). The motivational effects of diminished self-esteem for employees who experience abusive supervision. Journal of Management, 43(7), 2218-2251. Web.