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Blaming the organization for abusive supervision: The roles of perceived organizational support and supervisor's organizational embodiment
Shoss, Mindy Michelle Eisenberger, Robert Restubog, Simon Lloyd D. Zagenczyk, Thomas J.
Shoss, Mindy Michelle
Eisenberger, Robert
Restubog, Simon Lloyd D.
Zagenczyk, Thomas J.
Abstract
Why do employees who experience abusive supervision retaliate against the organization? We apply organizational support theory to propose that employees hold the organization partly responsible for abusive supervision. Depending on the extent to which employees identify the supervisor with the organization (i.e., supervisor's organizational embodiment), we expected abusive supervision to be associated with low perceived organizational support (POS) and consequently with retribution against the organization. Across 3 samples, we found that abusive supervision was associated with decreased POS as moderated by supervisor's organizational embodiment. In turn, reduced POS was related to heightened counterproductive work behavior directed against the organization and lowered in-role and extra-role performance. These findings suggest that employees partly attribute abusive supervision to negative valuation by the organization and, consequently, behave negatively toward and withhold positive contributions to it.
Keywords
abusive supervision, perceived organizational support, workplace victimization
Date
2013
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Journal article
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Journal of Applied Psychology
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