I Just Can’t Control Myself: A Self-Regulation Perspective on the Abuse of Deviant Employees

By Mary B. Mawritz, Rebecca L. Greenbaum, M. Butts, Katrina A. Graham. 2017

236 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c0c6d51e488b7e6a245d59cbfd8ce2a8e4fb1c39

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Mayowa T. Babalola
2. Katrin Riisla
3. Omale A. Garba
4. Liang Guo
5. Mindy K. Shoss
6. Rebecca L. Greenbaum
7. Benjamin D. McLarty
8. Shuang Ren

In Organizational Behavior and Human Resource Management

1. Mayowa T. Babalola
2. Mary B. Mawritz
3. Omale A. Garba
4. Julena M. Bonner
5. Shuang Ren
6. Matthew J. Quade
7. Rebecca L. Greenbaum
8. Kubilay Gok

In Social Psychology

1. Mayowa T. Babalola
2. Katrin Riisla
3. Omale A. Garba
4. Liang Guo
5. Mindy K. Shoss
6. Rebecca L. Greenbaum
7. Benjamin D. McLarty
8. Chidiebere Ogbonnaya

Citations in the corpus

• The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “We argue that while high-BLM supervisors signal to their employees the importance of task performance (Mawritz et al., 2017) they also create low-quality relationships—viewing employees as a means to an end (i.”
• A business frame perspective on why perceptions of top management's bottom‐line mentality result in employees’ good and bad behaviors (2019, background): “When leaders appear to prioritize bottom-line, financial outcomes, above all else (Bonner et al., 2017; Mawritz et al., 2017), employees will approach decision making with respect to meeting the demands of the environment (Messick, 1999).”
• Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace (2020, methodology): “In contrast to past research (e.g., Greenbaum et al., 2012; Mawritz et al., 2017), our research takes a more functional, or balanced, view of the supervisor BLM concept by investigating outcomes that may be favorable to the organization.”
• Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning (2020, methodology): “To date, prior research has primarily explored the effects of supervisor BLM in the work domain and mostly from a dysfunctional perspective (e.g. Eissa et al., 2019; Greenbaum et al., 2012; Mawritz et al., 2017; Quade et al., 2020; see Babalola and colleagues (2019b, 2020) for exceptions).”