Abusive supervision, intentions to quit, and employees' workplace deviance: A power/dependence analysis
We conducted a two-study examination of relationships between abusive supervision and subordinates' workplace deviance. Consistent with predictions derived from power/dependence theory, the results of a cross-sectional study with employees from three organizations suggest that abusive supervision is more strongly associated with subordinates' organization deviance and supervisor-directed deviance when subordinates' intention to quit is higher. The results also support the prediction that when intention to quit is higher, abusive supervision is more strongly associated with supervisor-directed deviance than with organization-directed deviance. These results were replicated in a second study, a two-wave investigation of people employed in a variety of industries and occupations.
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Volume (Year): 109 (2009)
Issue (Month): 2 (July)
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- Tripp, Thomas M. & Bies, Robert J. & Aquino, Karl, 2002. "Poetic justice or petty jealousy? The aesthetics of revenge," Organizational Behavior and Human Decision Processes, Elsevier, vol. 89(1), pages 966-984, September.
- 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.
- Evans, Martin G., 1985. "A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 36(3), pages 305-323, December.
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