abusive managers
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Abusive ManagersandVariables Impacting Retaliation
in Organizations
Pushpendra Singh
Rahul Chalisgaonkar
Ramiah Karumudi
Renju Jose
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Points to be discussed
Abusive managers
Examining aspects of abusive behavior wrt:
Personality
Interpretation
Behavior
Perceptions of Justice
Circumstances surrounding abusive behavior
Outcomes of abusive behavior
Moderators of retaliation
Conclusions and Implications for managers
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Introduction
US Postal Service 2000 reported incidents in 4 years ofabusive behavior
Employees in organizations attacked and killed
According to US Equal Employment OpportunityCommission (EEOC), retaliation claims againstemployers increased by 30%
Employees have started reacting to perceived interactionalinjustice
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Abusive Managers Use derogatory names, condescending tones, intimidation,
humiliation, yelling, ridicule and other forms of
malicious treatments (Ashforth, 1997) Use power and position to mistreat employees
Characterized as disrespectful to subordinates, rude to peers,difficult to get along with, temperamental, emotionallyunresponsive to problems
Triggers anger, despair and depression in subordinates
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Workplace Incivility Workplace incivility may be broadly defined as behavior
that is considered to be a disrespectful and inconsiderate
of others Buhler(2003) Example Employees are expected to be available 24 hours
a day, 7 days a week with computer access and cellphones that can access internet and receive emails.
There is a decrease in trust levels between employees andorganizations (Buhler, 2003)
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CircumstancesSurrounding
Abusive Behavior
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Hostile Work Environment Hostile work environments are known to exist with the
presence of an offensive or intimidating work
environment that can potentially interfere with workperformance and negatively affect an individualsworkplace performance (Greengard, 1999)
89% of the people interviewed indicated that incivility andrudeness is a serious problem and 78% agreed that the
problem has escalated over the past 10 years (Buggs,1998)
One in five employees reported being verbally harassed by amanager (Oldham, 1999)
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Harassment According to US Equal Employment Opportunity
Commission (EEOC),
Harassment is unwelcome conduct that is based onrace, color, sex, religion, national origin, disability, and/orage.
It becomes unlawful where
enduring the offensive conduct becomes a conditionof continued employment
the conduct is severe or pervasive enough to create awork environment that a reasonable person wouldconsider intimidating, hostile or abusive
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Bullying Another form of uncivil behavior that can take the form of
harassment; bullying is a form of harassment that is
unwanted by the person at which it is aimed. Einarsen (1999) defined bullying as including but not
limited to repeat practices and actions clearly intended tocause offence, humiliation, repeated or enduringharassment, stress and clearly hostile or aggressive
behaviors.
Creates absenteeism, low morale, and may also contribute toincreased turnover; these factors directly affect
productivity and profits of an organization.
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Retaliation Retaliation is the desire to punish an offender for
unwarranted acts (Averill, 1982).
Objective is to make the perpetrator pay for an event thathas harmed the victim in some meaningful way(Sharlicki and Folger, 2004)
Bies and Tripp (1966) learned that individuals will seekrevenge on those who harm them
31.4% of respondents felt justified for retaliation againsttheir bosses (Beis and Tripp, 1998)
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Moderators of Retaliation
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Moderating Effect ofEmotion Fundamental Aspect of Injustice Experience- Emotional
Outcomes associated with unfairness
Study Emotions v/s Justice Theories - not thorough( Wiess, Suckkow and Cropanzo,1999 )
Emotions are characterized by Reaction to Event/Object (Frijda, 1993)
Social Phenomenon (Fischer and Tangney, 1995)
Emotions characterized as Positive & Negative Inward Focussed and Outward Focussed
Outward-focused negative emotions - Desire for revenge directed action against Perpretator. (Allred, 1999, Averill, 1982,Weiner, 1965 )
Triggered Negative Emotions- Motivation for Retaliation Supervisor-Employee Situations
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Moderating Effect ofPersonality
Retaliation 2 Types
Overt Retaliation
Sabotage, Theft and Assault
No Direct Impact- Functioning of Organization
Covert Retaliation
Psychological Withdrawal, Resistance, and Withdrawal ofCitizenship Behaviors
Personality A Predictor Responsiveness to Unfairness(Brockner, 1988; Folger and Skarlicki, 1998)
Personality Factors Environment Behavior (SocialCognitive View)(Shoda and Mischel, 1993)
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Moderating Effect ofPersonality (Contd.)
Two Personality Factors -Negative Affinity(NA) &Agreeableness
High NA - Discomfort, Distress and Dissatisfaction High Agreeableness - Sociable, Cooperative and Empathetic
High Self Determination Less Victimized (Aquino, Grover, Murray andAllen, 1999)
Motivated to Exercise Control on Environment- Even by Retaliation
Assertive in Defending Self- Against Mistreatment
Minimal Self-Determination Lack Confidence to influenceEnvironment
Make Themselves Target of Aggressive Behavior
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Perceptions of ProceduralJustice and Retaliation
Procedural Justice- Fairness of Companies FormalProcedures ( Leventhal et al.1980)
Fair Procedures-Decision Making Process Consistency, Accuracy, Bias Suppression and Ethics
Procedures deemed Unfair-Destructive Response ( Cropanzano and Folger, 1989)
Anger and Resentment- Entice Retaliation
Procedural Justice Evaluation-Group Identity & Perceptions ofRespect
Supervisors - Management Group
Subordinates - Organizational Subgroup
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Perceptions of InteractionalJustice
Interactional Justice - Focuses on Quality of InterpersonalTreatment- Participation in Organizational Procedures(Bies,
1966) Actions Displaying Social Sensitivity-
Treating Employees with Respect and Dignity
Listening to Subordinate Concerns
Demonstrate Empathy for Individuals
Provide Explanation for Unfavorable Decisions
Referent Cognitions Theory - Individuals refers to cognitiveStandards-to evaluate treatment and rewards based uponreferent others, past events and stated underlying promises(Folger, 1987)
2 Factors Enticing Negative Response from Employees Unfavorable Outcomes that Trigger Arousal
Mistreatments on the Job
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Power Distance Power Distance- Belief in Culture-Appropriate Relationship
between Authorities and Subordinates
Influences Employee Perception of Right to RespectfulTreatment- Key Component of Fairness Evaluation(Heur, Bluementhal, Douglas and Weinblatt, 1999)
High Power distance culture - Accept Stronger HeirarchicalStructures - Support differentials between Managers andSubordinates-Reduces Fair Treatment Expectation (Bond, Wan,Leung and Giacalone, 1985)
Eg: In US Individuals may be tolerant of Poor Treatment ofSubordinates-(High Power Distance)- (Blader, Changa, Tyke,2002)
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Retaliation and ModeratingEffects of Negative
Reciprocity Beliefs
Reciprocity-Something that generates obligation to return anequivalent gesture
Individuals guided by an eye for an eye principle
For Mistreatment-Consider Retaliation as AcceptableBehavior
Research Study - Negative Reciprocity- Strengthened-Relationship between Abusive Supervision and SupervisorDirected Deviance (Mitchell and Ambrose, 2008)
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Conclusions and Implicationsfor Managers
Companies Implemented Corporate Etiquette
Encourage Politeness at Workplace
Appreciate and Respect Rights of Others Subordinates & Co-workers
Easy Access to anyone through Technology- Email & Instant Messaging-Increased Uncivil Behavior- Erroneously assuming Anonymity
Spiraling Effect- Abused employees tend to become Abusive
Supervisors in future Clear Documentation Code of Conduct- To Support treatment of
Employees
Managers should understand- Incivility is a precursor to Violence
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References EEOC. Harassment. Equal Opportunity Employment
Commission. http://www.eeoc.gov/types/harassment.html
Buhler, Patricia M(April 2003). Workplace civility: has it fallenby the wayside? Supervision, (64)4, 20-22. Retrieved fromABI/INFORM Complete Database
Anderson L and Pearson C(1999). Tit for tat? The SpiralingEffect of Incivility in the Workplace
http://www.eeoc.gov/types/harassment.htmlhttp://www.eeoc.gov/types/harassment.html -
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Thank You!!