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When Core Self-Evaluations Influence Employees’ Deviant Reactions to Abusive Supervision: The Moderating Role of Cognitive Ability

Author

Listed:
  • Donald H. Kluemper

    (University of Illinois at Chicago)

  • Kevin W. Mossholder

    (Auburn University)

  • Dan Ispas

    (Illinois State University)

  • Mark N. Bing

    (University of Mississippi)

  • Dragos Iliescu

    (University of Bucharest)

  • Alexandra Ilie

    (Illinois State University)

Abstract

Viewing workplace deviance within a victim precipitation framework, we explore how abusive supervisors target subordinates low in core self-evaluations (CSE) to explain when such employees respond by engaging in workplace deviance. We theorize that employees who are lower in CSE receive more abusive supervision, which generates subsequent harmful reactions toward supervisors, peers, and the organization. This occurs primarily when employees lack sufficient cognitive resources in dealing with supervisor abuse. We test, replicate, and extend our theoretical model in three empirical studies. Results demonstrate that lower employee CSE drew more abusive supervision and led low-CSE employees to exhibit workplace deviance. This abusive supervision mediation effect was stronger for employees with comparatively lower cognitive ability levels. The findings are discussed with regard to theoretical and ethical issues in confronting employee abuse.

Suggested Citation

  • Donald H. Kluemper & Kevin W. Mossholder & Dan Ispas & Mark N. Bing & Dragos Iliescu & Alexandra Ilie, 2019. "When Core Self-Evaluations Influence Employees’ Deviant Reactions to Abusive Supervision: The Moderating Role of Cognitive Ability," Journal of Business Ethics, Springer, vol. 159(2), pages 435-453, October.
    • Handle: RePEc:kap:jbuset:v:159:y:2019:i:2:d:10.1007_s10551-018-3800-y
    DOI: 10.1007/s10551-018-3800-y
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    References listed on IDEAS

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    1. Gang Wang & Peter Harms & Jeremy Mackey, 2015. "Does it take two to Tangle? Subordinates’ Perceptions of and Reactions to Abusive Supervision," Journal of Business Ethics, Springer, vol. 131(2), pages 487-503, October.
    2. Blake E. Ashforth & Ronald H. Humphrey, 1997. "The Ubiquity and Potency of Labeling in Organizations," Organization Science, INFORMS, vol. 8(1), pages 43-58, February.
    3. Thau, Stefan & Bennett, Rebecca J. & Mitchell, Marie S. & Marrs, Mary Beth, 2009. "How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective," Organizational Behavior and Human Decision Processes, Elsevier, vol. 108(1), pages 79-92, January.
    4. Feng Wei & Steven Si, 2013. "Tit for tat? Abusive supervision and counterproductive work behaviors: The moderating effects of locus of control and perceived mobility," Asia Pacific Journal of Management, Springer, vol. 30(1), pages 281-296, March.
    5. Yucheng Zhang & Zhenyu Liao, 2015. "Consequences of abusive supervision: A meta-analytic review," Asia Pacific Journal of Management, Springer, vol. 32(4), pages 959-987, December.
    6. Christine Henle & Michael Gross, 2014. "What Have I Done to Deserve This? Effects of Employee Personality and Emotion on Abusive Supervision," Journal of Business Ethics, Springer, vol. 122(3), pages 461-474, July.
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    Cited by:

    1. Yejun Zhang & Mark C. Bolino & Kui Yin, 2023. "The Interactive Effect of Perceived Overqualification and Peer Overqualification on Peer Ostracism and Work Meaningfulness," Journal of Business Ethics, Springer, vol. 182(3), pages 699-716, January.
    2. Khan, Nabila & Dyaram, Lata & Dayaram, Kantha, 2022. "Team faultlines and upward voice in India: The effects of communication and psychological safety," Journal of Business Research, Elsevier, vol. 142(C), pages 540-550.
    3. Heetae Park & Wonseok Choi & Seung-Wan Kang, 2020. "When Is the Negative Effect of Abusive Supervision on Task Performance Mitigated? An Empirical Study of Public Service Officers in Korea," IJERPH, MDPI, vol. 17(12), pages 1-10, June.
    4. Gong, Taeshik & Wang, Chen-Ya, 2022. "The effects of a psychological contract breach on customer-directed deviance," Journal of Business Research, Elsevier, vol. 138(C), pages 374-386.

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