A Model of Injustice, Abusive Supervision, and Negative Affect

By Jenny M. Hoobler, Jasmine Hu. 2013

199 citations recorded by the source corpus.

Abstract In this study we test a model of workplace interactional injustice, abusive supervision, and subordinate outcomes (work–family conflict and job performance) using affect to explain behavior. In a sample of 200 full-time workers from various industries, their supervisors, and workers' family members, for a total sample of 600 respondents, we position state negative affect as the explanatory mechanism for both how supervisors' perceptions of injustice are associated with subordinates' perceptions of abusive supervision, and also how abusive supervision, in turn, may be associated with subordinates' job performance and their family members' perceptions of work–family conflict. Organizational justice theory underpins our model.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/231dfcf2d3324e58e6de5767cc8fd59997764853

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

What Have I Done to Deserve This? Effects of Employee Personality and Emotion on Abusive Supervision (2014, background): “However, recent studies exploring negative emotion as an outcome of abusive supervision found a positive relationship between the two (Hoobler and Hu 2013; Yagil et al. 2011).”
Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support (2019, methodology): “For example, Hoobler and Hu (2013) used the PANAS with a time frame of “the past few months” for reports of negative affect.”
Trickle-Down, Trickle-Out, Trickle-Up, Trickle-In, and Trickle-Around Effects: An Integrative Perspective on Indirect Social Influence Phenomena (2018, background): “Hoobler & Hu (2013) No specific definition proposed.”
Antecedents of Abusive Supervision: a Meta-analytic Review (2015, unknown): “Supervisors’ interactions with higher organizational levels influence their affective state and behavior towards their subordinates (Hoobler and Hu 2013).”