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.     

The impact of perceived effort–reward imbalance on workplace bullying: also a matter of organizational identification

Work environments characterized by inadequate work conditions have been widely recognized as being particularly prone to the occurrence and exacerbation of bullying behavior. Accordingly, this longitudinal study aimed to explore whether the impact of effort–reward imbalance (ERI) on workplace bullying was mediated by a lower perception of organizational justice, and whether the association between ERI and perceptions of justice was moderated by organizational identification. In the current study, a sample of N = 195 Spanish employees from different occupational sectors filled in an online questionnaire at two different times with a time lag of 8 months. In line with the hypothesized moderated mediation model, results showed that organizational justice mediated the impact of ERI on workplace bullying. Moreover, the effect of perceived ERI on organizational justice was stronger for employees with low organizational identification. Overall, this study can contribute to better understanding how and when ERI boosts the risk of workplace bullying. Accordingly, early intervention designed to buffer the negative effects of ERI should focus on increasing individual levels of organizational identification.     

Leadership and approaches to the management of workplace bullying

Leadership behaviour has been identified as an important antecedent of workplace bullying since managers may prevent, permit, or engage in the mistreatment of others. However, the issue of how managers respond when bullying occurs has received limited attention. With this in mind, the aim of this study was to explore how managers behave when bullying occurs in their work group and to elucidate the contextual issues that underlie this behaviour. This was achieved through analysis of in-depth interviews with individuals involved in cases of bullying. The findings revealed a typology of four types of management behaviour in cases of bullying, each underpinned by contextual factors at the individual, group, and organizational levels. The study shows that the role of leadership in workplace bullying is more complex than previously thought and suggests several ways in which managers and organizations could deal with bullying behaviour.     

Individual and contextual factors: An interactionist approach to understanding employee self-development

While prior research has identified several individual characteristics and contextual factors influential on an employee’s quantity of self-development participation, no research has examined multiplicative effects among these factors. This study investigated person-situation interactions among five individual characteristics (e.g., openness to experience) and the contextual factor of workplace support for self-development. This study also sought to investigate the link between proactive personality and self-development participation, a promising individual characteristic that has received little attention in the self-development literature. Data collected from 136 employees demonstrates significant interactions between workplace support with learning goal orientation, openness to experience, and conscientiousness. As hypothesized, workplace support is more strongly, positively linked to quantity of self-development participation for employees lower in these traits. In contrast, the provision of external support is rather inconsequential for those high in these traits, as these employees demonstrate an internal propensity to engage in voluntary development regardless of the support available. Regarding proactive personality, a significant positive relationship was observed with self-development quantity. Further, although the expected interaction between proactive personality and workplace support did not reach statistical significance (p = .056), it was in the hypothesized direction.     

Can mismatch negativity be linked to synaptic processes? A glutamatergic approach to deviance detection

This article aims to provide a theoretical framework to elucidate the neurophysiological underpinnings of deviance detection as reflected by mismatch negativity. A six-step model of the information processing necessary for deviance detection is proposed. In this model, predictive coding of learned regularities is realized by means of long-term potentiation with a crucial role for NMDA receptors. Mismatch negativity occurs at the last stage of the model, reflecting the increase in free energy associated with the switching on of silent synapses and the formation of new neural circuits required for adaptation to the environmental deviance. The model is discussed with regard to the pathological states most studied in relation to mismatch negativity: alcohol intoxication, alcohol withdrawal, and schizophrenia.     

“I think it, therefore it’s true”: Effects of self-perceived objectivity on hiring discrimination

A sense of personal objectivity may prompt an “I think it, therefore it’s true” mindset, in which people assume that their own beliefs and introspections are, by definition, valid and therefore worthy of being acted on. In the present studies, priming a sense of personal objectivity increased gender discrimination, particularly among decision-makers who endorsed stereotypic beliefs or who had stereotypic thoughts made cognitively accessible through implicit priming. Implications for discrimination in organizational contexts, and for theories of attitude–behavior consistency, are discussed.     

The Relationship between Workplace Incivility and Helping Behavior: Roles of Job Dissatisfaction and Political Skill

This article investigates the mediating role of job dissatisfaction in the relationship between employees’ perceptions of workplace incivility and their helping behavior, as well as the buffering role of political skill in this process. Three-wave, time-lagged data collected from employees and their supervisors revealed that employees’ exposure to workplace incivility diminished their helping behavior through their sense of job dissatisfaction. This mediating role of job dissatisfaction was less salient, however, to the extent that employees were equipped with political skill. For organizations, this study accordingly pinpoints a key mechanism—namely, unhappiness about their job situation—through which rude coworker treatment links to lower voluntary workplace behaviors among employees, and it reveals how this mechanism can be better contained in the presence of political skill.     

Psychological ownership in relation to workplace trust and turnover intent

The study investigated the relationship between workplace trust, psychological ownership and turnover intent within a South African professional services organisation. A cross-sectional quantitative survey design was used to collect data from a purposive sample (n = 302) of skilled, highly skilled and professional employees in a professional services industry. The participants completed the Psychological Ownership Questionnaire, Workplace Trust Survey, and Turnover Intentions Scale. The results from structural equation modelling (SEM) suggest psychological ownership to be significantly related to workplace trust (positively) and turnover intent (negatively). In addition, the findings indicate psychological ownership to fully mediate the relationship between workplace trust and turnover intent. By implication, work environments that fostered workplace trust would increase the level of psychological ownership that employees’ experienced, which, in turn, would reduce employees’ intent to leave their workplace.     

A systematic review of interventions to address workplace bias: What we know,what we don't,and lessons learned

Despite the extensive literature about the pervasiveness and impact of microaggressions in the workplace, little is known about what specific workplace interventions have been adopted to mitigate them and, for those adopted, whether the efforts are effective. Given the nature of this special journal issue, we originally sought to answer this call by focusing solely on workplace interventions targeting microaggressions. However, it became clear that the relative paucity of such interventions (as documented in the literature) necessitated that we cast a broader net. We therefore present the results of a systematic review of studies that evaluate the effectiveness of workplace interventions focused on subtle bias and/or its behavioral manifestations. The review identified only six papers that met the inclusion criteria of: 1) reporting a real-world workplace intervention with a goal of reducing subtle bias and/or behavioral manifestations and 2) including a systematic evaluation of attitude, awareness, and/or behavioral change. Multiple themes across the identified studies are summarized. The discussion addresses the dearth of well-documented interventions and examines lessons learned from existing interventions to inform the development of future training focused on microaggressions in order to contribute to long-lasting change.