Abusive supervision, supervisor undermining, and turnover intentions: mediation of quiescent silence and desire to seek revenge among Thai banking frontliners

Social Undermining and Promotive Voice: The Moderating Effects of Procedural Justice

Organizations are increasingly depending on their employees to contribute suggestions aimed at enhancing organizational processes, boosting overall efficiency, and fostering innovation. However, some factors might hinder employees from expressing their thoughts. While there is evidence suggesting an effect of supervisor social undermining behavior on employee voice, the impact on innovative types of voice, specifically promotive voice, remains uncertain. This study aims to explore the association between supervisor social undermining and employee promotive voice. Moreover, this research investigates how employee perceptions of procedural justice moderate this relationship, utilizing the Conservation of Resources theory. Data were collected from 115 highly skilled employees, and hierarchical regression analysis was employed to assess the proposed hypotheses. The findings suggest that when individuals encounter social undermining behavior from their supervisor, they are less inclined to engage in promotive voice behavior. Interestingly, the results indicate that this relationship becomes stronger when individuals possess higher perceptions of procedural justice. To the best of our knowledge, this study is the first to investigate the impact of supervisor social undermining on promotive voice while considering procedural justice as a moderator in this relationship. The findings of this study suggest several theoretical and practical implications and provide directions for future research.

A Multidimensional Model of Abusive Supervision and Work Incivility

The ubiquity of abusive supervision in the workplace, as well as the serious repercussions that come with it, has prompted scholars to investigate the numerous dynamics of this problem. This research examines the circumstances in which subordinates react to abusive supervisory behavior. The study hypothesizes the negative impacts of abusive supervision associated with the impression of unfairness and politics in the workplace toward a subordinate deviant attitude based on current research and theoretical perspectives. According to the suggested paradigm, abusive supervision leads to subordinates’ work incivility by creating an unfair and politically thrilling atmosphere in the workplace. Furthermore, the study found that political skill and work incivility are linked to each other; workers who are experts in using political tactics are not supposed to turn toward work incivility while responding to the abusive behavior of the top management. The research was based on the social exchange theory and uncertainty management theory.