Coping with Supervisor Bottom-Line Mentality: The Mediating role of Job Insecurity and the Moderating Role of Supervisory Power

Zhang, Yun; Zhang, Huiying; Xie, Jun; Yang, Xichun

doi:10.1007/s12144-021-02336-9

Cited by 22 publications

(32 citation statements)

References 36 publications

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“…We found empirical evidence for a moderated mediation framework in which performance pressure mediated the relationship between SBLM and cheating, and negative reciprocity belief moderated this relationship at the second stage. Our findings generally support previous literature, which suggests a positive impact of leader’s bottom-line approach on unethical behavior by employees ( Mesdaghinia et al, 2019 ; Babalola et al, 2020a , 2021 ; Zhang et al, 2021 ). In particular, we demonstrate that high SBLM leads to increase in subordinate cheating, thereby reinforcing the argument by Farasat et al (2021) .…”

Section: Discussionsupporting

confidence: 91%

“…It has also been linked with reduced levels of employee innovation as a result of psychological contract breach ( Liu et al, 2022 ). Moreover, it leads to unethical pro-organizational behavior as a result of job insecurity among employees ( Zhang et al, 2021 ). Even in work teams, supervisor’s exclusive focus on bottom-line outcomes triggers avoidance goal orientation, which negatively influences team performance ( Lin et al, 2022 ).…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, findings from extant literature indicate that BLM has a significant positive association with employee cheating behavior ( Farasat et al, 2020 ), abusive supervision ( Mawritz et al, 2017 ), subordinates’ knowledge hiding ( Li and Cheng, 2022 ), unethical pro-organizational behavior (UPB; Babalola et al, 2020b ; Farasat and Azam, 2020 ; Zhang et al, 2021 ), and unethical pro-leader behavior (ULB; Mesdaghinia et al, 2019 ). Hence, it is evident that BLM may temporarily enhance the financial health of the organization but that comes with a huge long-term cost, mainly in terms of undesirable and unethical employee conduct.…”

Section: Introductionmentioning

confidence: 99%

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Supervisor Bottom-Line Mentality, Performance Pressure, and Workplace Cheating: Moderating Role of Negative Reciprocity

2022

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Employee cheating at the workplace has reached epidemic proportions and is putting a significant dent on the revenues of corporations. This study evaluates workplace cheating behavior as a consequence of supervisor bottom-line mentality with performance pressure as the mediating mechanism. Most importantly, it scrutinizes the moderating function of negative reciprocity belief in the relation between bottom-line mentality, performance pressure, and cheating in a moderated-mediation model, through the lens of displaced aggression theory. We systematically conduct time-lagged studies in two different populations (Pakistan and United States). Data analysis reveals that (1) bottom-line mentality positively influences workplace cheating behavior through performance pressure and (2) negative reciprocity moderated this indirect relationship. Theoretical and practical implications are discussed.

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Section: Discussionsupporting

confidence: 91%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Supervisor Bottom-Line Mentality, Performance Pressure, and Workplace Cheating: Moderating Role of Negative Reciprocity

2022

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“…First, by demonstrating that supervisor BLM might lead to employee WFC, we are among the early researchers to explore the adverse effects of supervisor BLM from the work domain to the family domain. In previous studies, many scholars have long been concerned about the impacts of supervisor BLM on work-related outcomes, such as social undermining behavior (Greenbaum et al , 2012), unethical pro-organizational behaviors (Zhang et al , 2021), task performance (Quade et al , 2019) and team performance (Lin et al , 2021). However, there are few studies or explorations of the spillover effects of supervisor BLM on employee family domain except Babalola et al (2020a) and Quade et al (2021), to the best of our knowledge.…”

Section: Discussionmentioning

confidence: 99%

Bottom-line pursuits invade your family: the spillover effect of supervisor bottom-line mentality on employee work-to-family conflict

Xie

Huang

Zhang

et al. 2022

IJCMA

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Purpose The purpose of this study is to investigate the relationship between supervisor bottom-line mentality (BLM) and employee work-to-family conflict (WFC) through employee psychological detachment, and the moderating role of employee trait optimism. Design/methodology/approach The research model was empirically tested using a sample of 225 two-wave data gathered from five Chinese companies. Findings The results revealed that employee psychological detachment mediated the impact of supervisor BLM on employee WFC. Moreover, employee trait optimism buffered the negative relationship between supervisor BLM and employee psychological detachment and the indirect effect of supervisor BLM on employee WFC through employee psychological detachment. Practical implications Supervisors should pay more attention to the spillover effect of supervisor BLM on employees’ family life and take some training measures to help employees effectively psychological detach from supervisor BLM. Originality/value The findings, therefore, provide a more comprehensive understanding of the adverse effects of supervisor BLM beyond the work domain and the buffering role of employee trait optimism on work–family intervention.

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“…In addition, our study links two theories in explaining supervisor stress and subordinate coping, which extends current thinking and research. Although previous studies have suggested that supervisor BLM may be a stressor, 8 they largely ignored the possible differentiation of this stressor in more depth, which in turn has different effects on subordinates.…”

Section: Discussionmentioning

confidence: 99%

The Relationship Between Supervisor Bottom-Line Mentality and Subordinate Work Performance: Linear or Curvilinear Effects?

Zhang¹,

Zhao²,

Chen³

2022

PRBM

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Purpose Combine the transactional model of stress and coping with the challenge and hindrance stressor framework. This study examined whether there is a linear or curvilinear relationship between supervisor bottom-line mentality (BLM), which emphasizes the pursuit of bottom-line results above all else, and the work performance of subordinates. Materials and Methods A total of 284 two-wave dual-source survey data have been collected from an insurance company in China. Analysis was conducted in two steps. First, confirmatory factor analysis (CFA) was used to test the validity of scales. Second, hierarchical regression analysis was conducted to examine the hypotheses. Results Results show that there has an inverted U-shaped (curvilinear) relationship between supervisor BLM and subordinate work performance. As the level of supervisor BLM increases from low to moderate, subordinate work performance increases; as the level of supervisor BLM increases from moderate to high, subordinate work performance decreases. Moreover, this study finds that the inverted U-shaped relationship between supervisor BLM and subordinates’ work performance was stronger when subordinates have higher power distance orientation. Conclusion Unlike previous studies which found a linear relationship between supervisor BLM and subordinate work performance, this study provided the first empirical examination of our hypothetical inverted U-shaped relationship of supervisor BLM impact on subordinate work performance. In addition, this study found that the relationship was stronger when subordinates had a higher power distance orientation.

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Coping with Supervisor Bottom-Line Mentality: The Mediating role of Job Insecurity and the Moderating Role of Supervisory Power

Cited by 22 publications

References 36 publications

Supervisor Bottom-Line Mentality, Performance Pressure, and Workplace Cheating: Moderating Role of Negative Reciprocity

Supervisor Bottom-Line Mentality, Performance Pressure, and Workplace Cheating: Moderating Role of Negative Reciprocity

Bottom-line pursuits invade your family: the spillover effect of supervisor bottom-line mentality on employee work-to-family conflict

The Relationship Between Supervisor Bottom-Line Mentality and Subordinate Work Performance: Linear or Curvilinear Effects?

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