The employee as a punching bag: The effect of multiple sources of incivility on employee withdrawal behavior and sales performance

Sliter, Michael T.; Sliter, Katherine A.; Jex, Steve M.

doi:10.1002/job.767

Cited by 398 publications

(515 citation statements)

References 52 publications

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“…This behavior is again in line with the expectations from the bullying literature, where there is a clear correlation between bullying and employee withdrawal (Lewis & Orford, 2005;Sliter, Sliter, & Jex, 2012 …”

Section: "Amongst a Very Senior Population There Was A Huge Amount Ofsupporting

confidence: 89%

Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths

et al. 2015

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This article reports on qualitative research carried out in England in 2013. Participants were five organizational directors and two senior managers who had worked with six corporate psychopaths, as determined by a management psychopathy measure. The corporate psychopaths reported on displayed consistency in their approach to management. This approach was marked by high levels of abusive control. The corporate psychopaths were seen as being organizational stars and as deserving of awards by those above them, while they simultaneously subjected those below them to extreme behaviour, including bullying, intimidation and coercion. The corporate psychopaths also engaged in extreme forms of mismanagement characterized by poor personnel management, directionless leadership, mismanagement of resources and fraud.

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Section: "Amongst a Very Senior Population There Was A Huge Amount Ofsupporting

confidence: 89%

Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths

et al. 2015

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“…This is because employees who hold service jobs are often targeted by the public and may cope by withdrawing from their job, reducing their performance, and/or deviating from their service script (e.g., Sliter, Sliter, and Jex;Wang, Liao, Zhan, and Shi, 2011).…”

Section: Wiersma and Morris 2009) Organizational Production Deviancmentioning

confidence: 99%

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

2014

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Despite the growing number and importance of service occupations, we know little about how jobholders’ perceptions of societal stigmas of service jobs influence their identification with and attitudes towards work. The present study presents a framework that accords key roles to research on occupational stigma consciousness and the verification of employees’ self-views (i.e. core self-evaluations) to understand employees’ responses to occupational stigmatization. Survey responses from call center employees revealed a negative relationship between occupational stigma consciousness and occupational identification and work meaningfulness and a positive relationship between occupational stigma consciousness and organizational production deviant behaviors for employees who have a positive self-view. Opposite patterns of results surfaced for employees who have a lower positive self-view.

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“…As resource depletion outpaces resource replenishment or accumulation, individuals may exhibit a range of negative reactions (i.e. strain) including emotional exhaustion and burnout (Halbesleben & Bowler, 2007), counterproductive work behavior (Penney, Hunter & Perry, 2011) and organizational withdrawal (Sliter, Sliter & Jex, 2012). However, in times of resource security and abundance, individuals are motivated to invest their personal resources to broaden and build their current resource stocks (Halbesleben & Bowler, 2007).…”

Section: Conservation Of Resources Theorymentioning

confidence: 99%

Supervisor–Subordinate Relationship Conflict Asymmetry and Subordinate Turnover Intentions: The Mediating Roles of Stress and Counterproductive Work Behaviors

Tillman¹,

Hood²,

Richard³

2017

JBAM

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Research on employee turnover suggests that divergent perceptions of relationship conflict between supervisors and subordinates may motivate voluntary turnover. However, despite evidence of asymmetric perceptions of conflict within groups, little research has examined the effects of conflict asymmetry between supervisors and subordinates on behavioral outcomes. Drawing on a sample of 178 supervisor-subordinate dyads, we test whether subordinate turnover intentions are associated with the relationship conflict asymmetry. We further examine subordinate stress and counterproductive work behaviors directed towards supervisors as mediators of this relationship. Implications for practice and future research are elaborated.

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The employee as a punching bag: The effect of multiple sources of incivility on employee withdrawal behavior and sales performance

Cited by 398 publications

References 52 publications

Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths

Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

Supervisor–Subordinate Relationship Conflict Asymmetry and Subordinate Turnover Intentions: The Mediating Roles of Stress and Counterproductive Work Behaviors

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