Abusive Supervision and Organizational Dehumanization

Caesens, Gaëtane; Nguyen, Nathan; Stinglhamber, Florence

doi:10.1007/s10869-018-9592-3

Cited by 88 publications

(127 citation statements)

References 77 publications

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“…A significant number of studies have discussed the outcomes of abusive leadership on the attitudes and behavioral outcomes of employees in the work place. For instance, researchers have shown that high abusive supervision significantly increase employee's moral disengagement [27], employees stress and turnover intentions, interaction avoidance [28], and organizational dehumanization [29]. Similarly, a meta-analytic review of the consequences of abusive supervision shows that abusive supervision has negative effect on the job satisfaction, affective commitment, and organization identification [30].…”

Section: Abusive Supervision and Trust-in-supervisormentioning

confidence: 99%

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

Jan

2020

Sustainability

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Based on social exchange theory, this study investigates the antecedents and consequences of a frontline employee’s trust-in-supervisor and a frontline employee’s trust-in-coworker in a single framework. A personally administered survey was conducted to collect data from 203 frontline employees of coffee shops in the Republic of Korea. Covariance-based structural equation modeling was applied using AMOS 21.0 to explore the proposed relationships. The results show that abusive supervision is negatively related to frontline employee’s trust-in-supervisor, whereas supervisor support and communication quality have significant positive effects on frontline employee’s trust-in-supervisor. Similarly, coworker ostracism has a significant negative effect on frontline employee’s trust-in-coworker, whereas coworker harmony and communication quality have significant positive effect on frontline employee’s trust-in-coworker. Finally, the results show that a frontline employee’s trust-in-supervisor predicts a frontline employee’s supervisor cooperation, and a frontline employee’s trust-in-coworker leads to a frontline employee’s coworker cooperation.

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Section: Abusive Supervision and Trust-in-supervisormentioning

confidence: 99%

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

Jan

2020

Sustainability

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“…If we stay with this positivity, another "good" mediator variable might be organizational commitment, which could mediate between empowering leadership and work engagement. Prior research supports such a link, because a meta-analysis reported empowering leadership to be positively related to commitment , and commitment is strongly related to job satisfaction (e.g., Caesens, Nguyen, & Stinglhamber, 2018), although less is known about its relationship to the SDT need satisfaction in the model. If we get away from a positive psychology approach, some "bad" variables might be able to mediate in the model.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

The long reach of the leader: Can empowering leadership at work result in enriched home lives?

Kim

Beehr

2020

Journal of Occupational Health Psychology

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Work-home enrichment occurs when employees' work roles and experiences lead to benefits and resources that improve the quality of life in the home role. Guided by self-determination theory (SDT), we developed a serial mediation model in which empowering leadership predicted workhome enrichment via satisfaction of innate psychological needs of SDT and then via work engagement. Four-waves of data over a 9-month period were obtained from 289 full-time U.S. employees. Structural equation modeling and the PROCESS macro were used to verify the indirect effect of empowering leadership on work to home enrichment. Empowering leadership predicted subordinates' need satisfaction, which in turn, predicted work engagement. Work engagement was then associated with positive spillover from work to home roles in the form of work-home enrichment. Theoretically, empowering leadership is a condition of the work environment that can satisfy important psychological need requirements outlined in SDT and promote work engagement, thereby influencing employees' home functioning. Integrating the frameworks of empowering leadership and SDT, this study provided valuable insights for general employee well-being by showing how empowering leadership could have a spillover effect in the form of work-home enrichment.

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“…Further, recent research findings indicate that, above and beyond employee well-being, employees' attitudes, intentions and behaviors toward the organization (i.e. affective commitment and turnover intentions) are also impacted by organizational de-humanization (Bell and Khoury, 2016;Caesens et al, 2019).…”

Section: Organizational De-humanizationmentioning

confidence: 99%

“…Results of Bell and Khoury's (2016) and Caesens et al's (2017) research indicated that organizational factors such as procedural justice and perceived organizational support, respectively, reduced employees' organizational de-humanization perceptions. Very recently, Caesens et al (2019) showed the impact of variables related to the supervisor's action (i.e. abusive supervision) on organizational dehumanization.…”

Section: Organizational De-humanizationmentioning

confidence: 99%

See 1 more Smart Citation

The dark side of office designs: towards de‐humanization

Taskin

Parmentier²,

Stinglhamber³

2019

New Technol Work Employ

Self Cite

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Recent research on flexible office designs have shown that open‐plan and/or flex offices may not have the expected effects in terms of employees’ productivity, well‐being, job satisfaction, organizational commitment, and retention. In this article, we propose to consider that the feeling of de‐humanization may explain such dark side of office designs. Adopting a mixed methods approach, we administrated a quantitative survey to 534 employees working in a variety of office designs, and conducted 12 semi‐structured interviews among the respondents to the survey in order to investigate how they experienced their office designs, notably in terms of de‐humanization. Results showed that the three specific office designs under study (i.e. cell, open‐plan, and flex offices) are associated with different levels of de‐humanization and that this feeling of de‐humanization mediates their impact on employees’ job satisfaction, affective organizational commitment, extra‐role performance, psychological strains, and turnover intentions. Interviews’ analysis reveals three main mechanisms in the development of the feeling of de‐humanization in such office designs: a triple feeling of dispossession (of space, voice and professional mastery), a feeling of abandon and an injunction to adopt a modern behaviour.

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Abusive Supervision and Organizational Dehumanization

Cited by 88 publications

References 77 publications

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

Antecedents and Consequences of Frontline Employee’s Trust-in-Supervisor and Trust-in-Coworker

The long reach of the leader: Can empowering leadership at work result in enriched home lives?

The dark side of office designs: towards de‐humanization

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