The Interaction between Supervisor Undermining and Supervisor Support: The Moderating Role of Prevention Focus
Yıl 2017,
Cilt: 46 Sayı: 1, 34 - 46, 01.05.2017
Engin Bağış Öztürk
,
Gökhan Karagonlar
Öz
The present research examines the moderator effects of chronic prevention focus and supervisor support on the relationship between supervisor undermining and turnover intention. It was predicted that the aggravating influence of supervisor support in the relationship between supervisor undermining and turnover intention would depend on employee’s chronic prevention focus. The results of analyses on a sample of 163 health employees from two different institutions suggest that supervisor support may increase the harmful effect of supervisor undermining on turnover intention only among employees with a high chronic prevention focus. Our findings contribute to a greater understanding concerning when support and undermining from the same supervisor leads to negative outcomes.
Kaynakça
- Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining Talent: Replacing Misconceptions With Evidence-Based Strategies. Academy of Management Perspectives, 24(2), 48–64. https://doi.org/10.5465/AMP.2010.51827775
Andersson, L. M., & Pearson, C. M. (1999). Tit for Tat? The Spiraling Effect of Incivility in the Workplace. Academy of Management Review, 24(3), 452–471. https://doi.org/10.5465/AMR.1999.2202131
Beehr, T. A., Farmer, S. J., Glazer, S., Gudanowski, D. M., & Nair, V. N. (2003). The enigma of social support and occupational stress: Source congruence and gender role effects. Journal of Occupational Health Psychology, 8(3), 220–231. https://doi.org/10.1037/1076-8998.8.3.220
Bowling, N. A., & Beehr, T. A. (2006). Workplace harassment from the victim’s perspective: A theoretical model and meta-analysis. Journal of Applied Psychology, 91(5), 998–1012. https://doi.org/10.1037/0021-9010.91.5.998
Brislin, R. W. (1970). Back-Translation for Cross-Cultural Research. Journal of Cross-Cultural Psychology, 1(3), 185–216. https://doi.org/10.1177/135910457000100301
Brockner, J., & Higgins, E. T. (2001). Regulatory Focus Theory: Implications for the Study of Emotions at Work. Organizational Behavior and Human Decision Processes, 86(1), 35–66. https://doi.org/10.1006/obhd.2001.2972
Chappell, D., & Di Martino, V. (1998). Violence at work (Third Edit). Geneva: International Labour Organization.
Cobb, S. (1976). Social Support as a Moderator of Life Stress. Psychosomatic Medicine, 38(5), 300–314. https://doi.org/10.1097/00006842-197609000-00003
Cohen, A. (1999). The Relation between Commitment Forms and Work Outcomes in Jewish and Arab Culture. Journal of Vocational Behavior, 54(3), 371–391. https://doi.org/10.1006/jvbe.1998.1669
Cohen, J., Cohen, P., West, S. G., & Aiken, L. (2003). Applied Multiple Regression/correlation Analysis for the Behavioral Sciences. London: Lawrence Erlbaum Associates.
Cohen, S., & Wills, T. A. (1985). Stress, social support, and the buffering hypothesis. Psychological Bulletin, 98(2), 310–357. https://doi.org/10.1037/0033-2909.98.2.310
Crowe, E., & Higgins, E. T. (1997). Regulatory Focus and Strategic Inclinations: Promotion and Prevention in Decision-Making. Organizational Behavior and Human Decision Processes, 69(2), 117–132. https://doi.org/10.1006/obhd.1996.2675
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. https://doi.org/10.1037//0021-9010.87.4.611
Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social Undermining in the Workplace. Academy of Management Journal, 45(2), 331–351. https://doi.org/10.2307/3069350
Duffy, M. K., Ganster, D. C., Shaw, J. D., Johnson, J. L., & Pagon, M. (2006). The social context of undermining behavior at work. Organizational Behavior and Human Decision Processes, 101(1), 105–126. https://doi.org/10.1016/j.obhdp.2006.04.005
Duffy, M. K., Scott, K. L., Shaw, J. D., Tepper, B. J., & Aquino, K. (2012). A Social Context Model of Envy and Social Undermining. Academy of Management Journal, 55(3), 643–666. https://doi.org/10.5465/amj.2009.0804
Eberly, M. B., Holley, E. C., Johnson, M. D., & Mitchell, T. R. (2011). Beyond Internal and External: A Dyadic Theory of Relational Attributions. Academy of Management Review, 36(4), 731–753. https://doi.org/10.5465/amr.2009.0371
Einarsen, S. (2000). Harassment and bullying at work: A review of the Scandinavian approach. Aggression and Violent Behavior, 5(4), 379–401. https://doi.org/10.1016/S1359-1789(98)00043-3
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573.
https://doi.org/10.1037/0021-9010.87.3.565
Ganster, D. C. (2008). Measurement challenges for studying work-related stressors and strains. Human Resource Management Review, 18(4), 259–270. https://doi.org/10.1016/j.hrmr.2008.07.011
Glazer, S., & Beehr, T. A. (2005). Consistency of implications of three role stressors across four countries. Journal of Organizational Behavior, 26(5), 467–487. https://doi.org/10.1002/job.326
Greenbaum, R. L., Mawritz, M. B., & Piccolo, R. F. (2012). When Leaders Fail to “Walk the Talk”: Supervisor Undermining and Perceptions of Leader Hypocrisy. Journal of Management, 41(3), 929–956. https://doi.org/10.1177/0149206312442386
Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium. Journal of Management, 26(3), 463–488. https://doi.org/10.1177/014920630002600305
Hall, R. J., Snell, A. F., & Foust, M. S. (1999). Item Parceling Strategies in SEM: Investigating the Subtle Effects of Unmodeled Secondary Constructs. Organizational Research Methods, 2(3), 233–256. https://doi.org/10.1177/109442819923002
Hershcovis, M. S. (2011). “Incivility, social undermining, bullying…oh my!”: A call to reconcile constructs within workplace aggression research. Journal of Organizational Behavior, 32(3), 499–519. https://doi.org/10.1002/job.689
Higgins, E. T. (1997). Beyond pleasure and pain. American Psychologist, 52(12), 1280–1300. https://doi.org/10.1037/0003-066X.52.12.1280
Higgins, E. T. (1998). Promotion and Prevention: Regulatory Focus as a Motivational Principle. Advances in Experimental Social Psychology, 30, 1–46.
Higgins, E. T., Friedman, R. S., Harlow, R. E., Idson, L. C., Ayduk, O. N., & Taylor, A. (2001). Achievement orientations from subjective histories of success: Promotion pride versus prevention pride. European Journal of Social Psychology, 31(1), 3–23. https://doi.org/10.1002/ejsp.27
Higgins, E. T., Roney, C. J. R., Crowe, E., & Hymes, C. (1994). Ideal versus ought predilections for approach and avoidance distinct self-regulatory systems. Journal of Personality and Social Psychology, 66(2), 276–286. https://doi.org/10.1037/0022-3514.66.2.276
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İlk Yönetici Baltalaması ile Desteği Arasındaki Etkileşim: Önleme Odağının Biçimlendirici Rolü
Yıl 2017,
Cilt: 46 Sayı: 1, 34 - 46, 01.05.2017
Engin Bağış Öztürk
,
Gökhan Karagonlar
Öz
Bu çalışma ilk yönetici baltalaması ile işten ayrılma niyeti ilişkisinde kronik önleme odağı ile ilk yönetici desteğinin biçimlendirici rollerini incelemektedir. Bu çalışmada ilk yönetici baltalaması ile işten ayrılma niyeti ilişkisinde ilk yönetici desteğinin kötüleştirici etkisinin çalışanların kronik önleme odağına bağlı olduğu iddia edilmektedir. İki farklı kurumdan toplanan 163 kişilik sağlık çalışanı örnekleminde yapılan analizlere göre sadece yüksek kronik önleme odağına sahip çalışanlarda, ilk yönetici desteğinin ilk yönetici baltalaması ile işten ayrılma niyeti ilişkisi üzerindeki zararlı etkisi artmaktadır. Bu çalışmadaki bulgular aynı yöneticiden hem destek görmenin hem de baltalamaya maruz kalmanın hangi durumda olumsuz sonuçları olabileceğinin anlaşılmasına katkı sağlamaktadır.
Kaynakça
- Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining Talent: Replacing Misconceptions With Evidence-Based Strategies. Academy of Management Perspectives, 24(2), 48–64. https://doi.org/10.5465/AMP.2010.51827775
Andersson, L. M., & Pearson, C. M. (1999). Tit for Tat? The Spiraling Effect of Incivility in the Workplace. Academy of Management Review, 24(3), 452–471. https://doi.org/10.5465/AMR.1999.2202131
Beehr, T. A., Farmer, S. J., Glazer, S., Gudanowski, D. M., & Nair, V. N. (2003). The enigma of social support and occupational stress: Source congruence and gender role effects. Journal of Occupational Health Psychology, 8(3), 220–231. https://doi.org/10.1037/1076-8998.8.3.220
Bowling, N. A., & Beehr, T. A. (2006). Workplace harassment from the victim’s perspective: A theoretical model and meta-analysis. Journal of Applied Psychology, 91(5), 998–1012. https://doi.org/10.1037/0021-9010.91.5.998
Brislin, R. W. (1970). Back-Translation for Cross-Cultural Research. Journal of Cross-Cultural Psychology, 1(3), 185–216. https://doi.org/10.1177/135910457000100301
Brockner, J., & Higgins, E. T. (2001). Regulatory Focus Theory: Implications for the Study of Emotions at Work. Organizational Behavior and Human Decision Processes, 86(1), 35–66. https://doi.org/10.1006/obhd.2001.2972
Chappell, D., & Di Martino, V. (1998). Violence at work (Third Edit). Geneva: International Labour Organization.
Cobb, S. (1976). Social Support as a Moderator of Life Stress. Psychosomatic Medicine, 38(5), 300–314. https://doi.org/10.1097/00006842-197609000-00003
Cohen, A. (1999). The Relation between Commitment Forms and Work Outcomes in Jewish and Arab Culture. Journal of Vocational Behavior, 54(3), 371–391. https://doi.org/10.1006/jvbe.1998.1669
Cohen, J., Cohen, P., West, S. G., & Aiken, L. (2003). Applied Multiple Regression/correlation Analysis for the Behavioral Sciences. London: Lawrence Erlbaum Associates.
Cohen, S., & Wills, T. A. (1985). Stress, social support, and the buffering hypothesis. Psychological Bulletin, 98(2), 310–357. https://doi.org/10.1037/0033-2909.98.2.310
Crowe, E., & Higgins, E. T. (1997). Regulatory Focus and Strategic Inclinations: Promotion and Prevention in Decision-Making. Organizational Behavior and Human Decision Processes, 69(2), 117–132. https://doi.org/10.1006/obhd.1996.2675
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. https://doi.org/10.1037//0021-9010.87.4.611
Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social Undermining in the Workplace. Academy of Management Journal, 45(2), 331–351. https://doi.org/10.2307/3069350
Duffy, M. K., Ganster, D. C., Shaw, J. D., Johnson, J. L., & Pagon, M. (2006). The social context of undermining behavior at work. Organizational Behavior and Human Decision Processes, 101(1), 105–126. https://doi.org/10.1016/j.obhdp.2006.04.005
Duffy, M. K., Scott, K. L., Shaw, J. D., Tepper, B. J., & Aquino, K. (2012). A Social Context Model of Envy and Social Undermining. Academy of Management Journal, 55(3), 643–666. https://doi.org/10.5465/amj.2009.0804
Eberly, M. B., Holley, E. C., Johnson, M. D., & Mitchell, T. R. (2011). Beyond Internal and External: A Dyadic Theory of Relational Attributions. Academy of Management Review, 36(4), 731–753. https://doi.org/10.5465/amr.2009.0371
Einarsen, S. (2000). Harassment and bullying at work: A review of the Scandinavian approach. Aggression and Violent Behavior, 5(4), 379–401. https://doi.org/10.1016/S1359-1789(98)00043-3
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573.
https://doi.org/10.1037/0021-9010.87.3.565
Ganster, D. C. (2008). Measurement challenges for studying work-related stressors and strains. Human Resource Management Review, 18(4), 259–270. https://doi.org/10.1016/j.hrmr.2008.07.011
Glazer, S., & Beehr, T. A. (2005). Consistency of implications of three role stressors across four countries. Journal of Organizational Behavior, 26(5), 467–487. https://doi.org/10.1002/job.326
Greenbaum, R. L., Mawritz, M. B., & Piccolo, R. F. (2012). When Leaders Fail to “Walk the Talk”: Supervisor Undermining and Perceptions of Leader Hypocrisy. Journal of Management, 41(3), 929–956. https://doi.org/10.1177/0149206312442386
Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium. Journal of Management, 26(3), 463–488. https://doi.org/10.1177/014920630002600305
Hall, R. J., Snell, A. F., & Foust, M. S. (1999). Item Parceling Strategies in SEM: Investigating the Subtle Effects of Unmodeled Secondary Constructs. Organizational Research Methods, 2(3), 233–256. https://doi.org/10.1177/109442819923002
Hershcovis, M. S. (2011). “Incivility, social undermining, bullying…oh my!”: A call to reconcile constructs within workplace aggression research. Journal of Organizational Behavior, 32(3), 499–519. https://doi.org/10.1002/job.689
Higgins, E. T. (1997). Beyond pleasure and pain. American Psychologist, 52(12), 1280–1300. https://doi.org/10.1037/0003-066X.52.12.1280
Higgins, E. T. (1998). Promotion and Prevention: Regulatory Focus as a Motivational Principle. Advances in Experimental Social Psychology, 30, 1–46.
Higgins, E. T., Friedman, R. S., Harlow, R. E., Idson, L. C., Ayduk, O. N., & Taylor, A. (2001). Achievement orientations from subjective histories of success: Promotion pride versus prevention pride. European Journal of Social Psychology, 31(1), 3–23. https://doi.org/10.1002/ejsp.27
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