مقاله انگلیسی رایگان در مورد عملکرد کارکنان و نظارت اجحاف آمیز – وایلی ۲۰۲۱

مقاله انگلیسی رایگان در مورد عملکرد کارکنان و نظارت اجحاف آمیز – وایلی ۲۰۲۱

 

مشخصات مقاله
ترجمه عنوان مقاله عملکرد کارکنان و نظارت سوء استفاده آمیز: نقش اختیار بیش از حد ناظر
عنوان انگلیسی مقاله Employee performance and abusive supervision: The role of supervisor over-attributions
انتشار مقاله سال ۲۰۲۱
تعداد صفحات مقاله انگلیسی  ۲۱ صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
پایگاه داده نشریه وایلی
نوع نگارش مقاله
مقاله پژوهشی (Research article)
مقاله بیس این مقاله بیس میباشد
نمایه (index) JCR – Master Journal List – Scopus
نوع مقاله ISI
فرمت مقاله انگلیسی  PDF
ایمپکت فاکتور(IF)
۷٫۰۰۶ در سال ۲۰۲۰
شاخص H_index ۱۷۷ در سال ۲۰۲۱
شاخص SJR ۳٫۹۳۸ در سال ۲۰۲۰
شناسه ISSN ۱۰۹۹-۱۳۷۹
شاخص Quartile (چارک) Q1 در سال ۲۰۲۰
فرضیه دارد
مدل مفهومی دارد، تصویر ۱ صفحه ۸
فرضیه دارد
پرسشنامه ندارد
متغیر دارد، جدول ۱ صفحه ۷
رفرنس دارد
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت منابع انسانی – منابع انسانی و روابط کار
نوع ارائه مقاله
ژورنال
مجله / کنفرانس مجله رفتار سازمانی – Journal of Organizational Behavior
دانشگاه University of Pennsylvania, West Chester,
کلمات کلیدی نظارت سوء استفاده آمیز، اختیارات، وظیفه شناسی، خطای بنیادی برچسب زدن، رهبری، عملکرد
کلمات کلیدی انگلیسی abusive supervision, attributions, conscientiousness, fundamental attribution error, leadership, performance
شناسه دیجیتال – doi
https://doi.org/10.1002/job.2560
کد محصول E16167
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
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فهرست مطالب مقاله:

Summary

۱ INTRODUCTION

۲ THEORETICAL BACKGROUND AND HYPOTHESES

۳ STUDY 1

۴ STUDY 2

۵ GENERAL DISCUSSION

۶ CONCLUSION

REFERENCES

 

بخشی از متن مقاله:

Summary

To understand the relationship between employee performance and abusive reactions from supervisors, we examine the role of supervisors’ attributions about employees’ performance. Drawing on the fundamental attribution error, we argue that supervisors over-attribute lower levels of performance to employees’ internal factors (i.e., conscientiousness), which then triggers higher levels of abusive supervision. In Study 1, we collected data from 189 supervisor–employee dyads. The results indicated that lower levels of supervisor-rated employee performance related to supervisor biased attributions to employee conscientiousness, which in turn resulted in employee-rated abusive supervision. In Study 2, we combined a recall task with a vignette design to replicate and extend our findings. We demonstrated that after adjusting for the baseline level of employee conscientiousness, supervisors overattributed poor performance to employee conscientiousness and then engaged in higher levels of abusive behaviors. Further, consistent with premises of fundamental attribution error, we found that in the absence of information about who was at fault for poor performance, supervisors over-attributed poor performance to internal factors (employee) as compared to external factors (software malfunction). Taken together, our findings demonstrate that biased attributions about employee conscientiousness help explain the relationship between employee performance and abusive supervision.

۱ | INTRODUCTION

Abusive supervision represents a range of negative behaviors directed at employees (Tepper, 2002). Not surprisingly, previous research has demonstrated an array of adverse consequences related to abusive behaviors from supervisors, including reduced employee well-being, lower job satisfaction, higher levels of work–family conflict, increased depression, and higher levels of emotional exhaustion (Hershcovis & Barling, 2010; Mackey et al., 2017). Recognizing that even a low-base phenomenon can significantly damage employee and organizational outcomes, research on abusive supervision has exploded in recent years (see Tepper et al., 2017). Notwithstanding recent advancements in this area of research, we have much to learn about the mechanisms that help explain abusive behaviors (see Zhang & Bednall, 2016).

In this paper, we consider a cognitive mechanism for explaining abusive supervisory reactions: We posit that supervisors may engage in abusive behaviors based on potentially biased attributions of observed behaviors (employee performance) to employee personality (employee conscientiousness). More specifically, we explore whether supervisors over-attribute performance issues to employee lower conscientiousness yielding higher levels of abusive supervision.1 We theorize that it is not necessarily actual employees’ conscientiousness, but rather how supervisors make sense of employees’ behaviors that explains higher levels of abusive supervision. Drawing on the fundamental attribution error (FAE, Ross, 1977), we theorize that supervisors, like all of us, are prone to make biased attributions of observed behaviors to internal factors. These attributions, in turn, can give rise to negative behaviors such as abusive supervision directed at the employee. Thus, we demonstrate that supervisors may engage in higher levels of harming their employees as a result of unconscious perceptual biases.

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