An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship

By Kenneth J. Harris, K. Kacmar, Suzanne Zivnuska. 2007

504 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f5dbdcc42430ce73d50be808f49ab948495e2613

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “…attitudes (e.g., tepper, 2000; tepper et al., 2008) and enhances retaliatory behavior (e.g., deviance, mitchell & Ambrose, 2007; tepper et al., 2006; tepper et al., 2008; tepper et al., 2009; thau et al., 2009; reduced work effort, harris et al., 2007; tepper et al., 2001; zellers et al., 2002).”
High Core Self-Evaluators Maintain Creativity (2014, background): “Research has revealed the negative relation between abusive supervision and job satisfaction (Tepper, 2000) and job performance (Harris et al., 2007).”
Overlooked but not untouched: How rudeness reduces onlookers’ performance on routine and creative tasks (2009, background): “For example, Harris, Kacmar, and Zivnuska (2007) found that downward mistreatment and Porath and Erez (2007) found that rudeness affected task performance.”
Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation (2020, background): “, 2009), it describes adverse behaviour or unpleasant responses by its subordinates triggered by the aggressive conduct of superiors due to the rule of reciprocity, since it is regarded to be one of the most important canons of this theory (Gouldner, 1960; Harris et al., 2007).”
The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “Thus, employees, who desire to maintain balance in the reciprocity relationship, will be less inclined to offer positive inputs of their own, such as completing work tasks, owing to the low-quality exchange relationship (Harris et al., 2007).”