We have learned a great deal about the negative consequences of abusive supervision, but little attention has been paid to supervisors’ motives for engaging in abusive behavior. This is an important gap in the literature because the consequences of abusive supervision are likely to differ depending on its attributed motive. The current study extends the literature on abusive supervision by refining the attributed motives of abusive supervision and by examining how the attributed motives influence the negative effects of abusive supervision on leader–member exchange (LMX) and withdrawal behaviors (work withdrawal and job withdrawal). Specifically, we develop a conditional process model of abusive supervision which suggests that the negative relationship between abusive supervision and LMX is moderated by the attributed motives of abusive supervision (three motives: injury initiation, performance pressure, and personal disposition to abuse). Our results also suggest that lowered LMX resulting from abusive supervision increases victims’ work withdrawal and job withdrawal behaviors as moderated by organizational tenure. Using quantitative and qualitative data from 139 victims of abuse, we test the proposed model.
Purpose
The wave of revolutions referred to as the Arab Spring has significantly impacted organizations and contributed to market turbulence. Focusing on spiritual leadership and employee religious values as key determinants of organizational survival in Muslim-majority markets, this paper aims to provide a conceptual framework that can offset consequences of turbulence by leveraging employees’ spiritual foundations to provide a sense of optimism and collective thinking that is vital in times of uncertainty.
Design/methodology/approach
The paper reviews the state of turbulence post the Arab Spring and its impact on organizations. It discusses the literature on uncertainty and spiritual leadership, and draws from Islamic human resource literature to identify specific religious values engrained in the local culture.
Findings
A multi-staged conceptual model is presented that draws from Islamic principles of Sabr (perseverance), Tawakkul (reliance on God), Ihsan (excelling in work), Reda (acceptance of outcomes) and Al-Amal Al-Jemae’e (teamwork). The multi-staged model can help firms react effectively to turbulence while building their connection to their employee base in Muslim-majority markets.
Originality/value
The paper also advances theoretical work on organizational responses to turbulence, focusing on markets that have received significantly less scholarly attention. Drawing from local spiritual values in a part of the world where religious teachings influence both social and economic aspects of life is an untapped opportunity. It highlights an innovative and important application of religious values in a post-conflict context, and explores a conceptual model that is embedded in the local context rather than borrowing from Western-based models.
Readiness for online learning has been established as a key component of student success in online classes. In addition, the COVID-19 pandemic has underscored how vital being prepared for online can be. This paper highlights an orientation technique widely used in the business field, namely Realistic Job Preview (RJP), as a method to prepare students for what online learning might be like. Our research proposes an RJP would help students adapt to their new role as online learners. For the purposes of this study, we developed a video providing a realistic preview of online learning following recommendations from RJP research. We then conducted a mixed methods study to examine student perceptions of our realistic preview video and an online readiness self-assessment. Overall, our findings provide strong evidence for the use of RJP as a strategy to improve student readiness for online learning.
The Problem Policies on employee leave and flexible workplace arrangements have not met the needs of employees in achieving work-life balance. Even when such policies do exist, employers are largely unable to actualize the benefits of these policies. These challenges have been exacerbated by the global pandemic creating more demand for work-life flexibility practices. The Solution Organizations must engage in a paradigm and cultural shift to achieve the benefits of work-life policies and practices. An organizational culture that moves beyond a human resource management (HRM) lens of administration and compliance to a human resource development (HRD) lens of support and development is central to overcoming this challenge. The Stakeholders Stakeholders for this concluding article include executive leaders of organizations, HRD and HRM scholars and practitioners.
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