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PurposePrevious research indicates that employees reciprocate for abusive supervision by withholding discretionary organizational citizenship behaviors (OCBs). The purpose of this paper is to investigate the boundary conditions of the negative relationship between abusive supervision and OCBs, by investigating time and money (dyadic duration and pay satisfaction) as potential moderating variables to the abusive supervision‐OCBs relationship.Design/methodology/approachA sample of 357 bank employees in Kazakhstan was used to test hypotheses.FindingsResults indicate that the negative relationship between abusive supervision and OCBs is more pronounced when employees have been supervised by a particular manager for a longer period of time, as well as when employees are less satisfied with their level of compensation.Research limitations/implicationsLimitations include the use of cross‐sectional data and the possibility of common method bias.Practical implicationsSatisfaction with pay as a moderator may suggest additional costs associated with abusive supervision, as employees may demand higher salaries when working for abusive supervisors. Additionally, dyadic duration as a moderator may suggest that abusive supervisor behaviors over time lead individual employees to withhold more and more OCBs.Social implicationsOrganizational cultures can be adversely affected by reactions to abuse, and abusive supervision represents a growing social problem that may necessitate legislation to protect workers.Originality/valueThis paper contributes to the literature by suggesting that employees appear more willing to withhold OCBs in longer‐term dyadic relationships, and employees' positive satisfaction with pay appears to lessen the negative relationship between abusive supervision and OCBs. Additionally, this study explores abusive supervision using a non‐western sample.

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Given the increasing application of cutback strategies in the workplace, and an underlying need to understand explanatory process at work, we investigated the effects of one cutback strategy to deal with economic uncertainty-furloughs. Equity theory and social exchange theory guided our predictions in explaining the mechanisms through which furloughs affect turnover intentions. Quantitative data collected at two time periods during the "Great Recession", after cutbacks were announced and implemented, provided evidence that assessments of psychological contract breach and work overload affect the relationship between furlough experience and turnover intentions. To investigate how the additional stressors of a pandemic affected the proposed model, a follow-up content analysis of employee discussions around cutback policies during the COVID-19 pandemic was conducted. This analysis provided support for the model, and also identifies several additional themes brought on by the pandemic (trust, and health and safety), with many employees exhibiting feelings of anxiety and fear around cutback policies and the status of their employment in general. Our results have implications for many organizational cutback initiatives, including salary reductions and decreased organizational resources, that are implemented during times of crisis. Organizations struggle to sustain productivity during an economic downturn, when uncertainty surrounds short-and near-term demand. In 2008, this was pronounced during the great recession, and again in 2020 this became relevant for business leaders dealing with the closure or slowdown of their businesses due to the COVID-19 crisis. As payroll expense is often the largest item on

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