Abusive Supervision

Table of Contents

Abstract........................................................................................................................................................1

1. Introduction.............................................................................................................................................1

Background of study................................................................................................................................1

Scope of study...............................................................................................................1

2. Literature Review................................................................................................................................2

2.1. Abusive Supervision.....................................................................................................................2

2.2. Job Tension...................................................................................................................................2

2.4. Turnover Intention........................................................................................................................2

Hypothesis................................................................................................................................................3

Theoretical Model of the study............................................................................................................3

3. Research Methodology.......................................................................................................................3

3.1. Sampling Process..........................................................................................................................3

3.1.1. Gender........................................................................................................................................4

. Statistical Techniques........................................................................................................................4

. Conclusion............................................................................................................................................4

5.1. Limitations of the Study................................................................................................................4

References................................................................................................................................................5

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 Abusive Supervision

Abstract

We have conducted a study to test the effects of abusive and turnover intention.
We hypothesized that abusive supervision is positively related to job tension,
emotional and turnover intention, higher the abusive supervision higher the job
tension, emotional and turnover intention. Positive empirical support has been
founded for the H1, H2, and H3.

For this study we have used convenience sampling technique for data collection
and about 200 full time employees of different firms have participated in the
study.

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 Abusive Supervision

1. INTRODUCTION

Employees are the key resource for success of any firm, as Barney (1991) mentioned three
types of resources that give edge to the firm in a competitive environment. These are
Humancapital resources, Physical-capital resources and Organization-capital resources. But
the Human-capital resources play a vital role in optimal use of other two resources.

Keywords: Abusive supervision; Negative employee outcomes Turnover Intention.

1.1.Background Of Study

Abusive supervision is closely associated with many negative psychological outcomes such as
decreased self-efficacy (Duffy et al., 2002), and helplessness (Ashforth, 1997). Further
(Ashforth, 1997 & Tepper, 2000) has identified its additional consequences such as turnover
intentions, high levels of emotional exhaustion, organizational commitment, and decreased
levels of job satisfaction. These relationships help employees to develop their awareness and
sensitivity of being treated as unfairly and unjustly which may cause their self-worth and
abilities (Tepper, 2000; Burton & Hoobler, 2006). Although all the abovementioned outcomes
are adverse in nature, but the author has focused specifically on job strain (i.e., tension and
emotional exhaustion) and turnover intention which are the consequences of abusive
supervision. Job strain (tension and emotional exhaustion), job burnout, and increased blood
pressure are inter-related with each other (Zellars, Perrewé, & Hochwarter, 2000). In the same
way, turnover intention is also very important outcome and it has strong effects on actual

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 Abusive Supervision

turnover behaviors (Griffeth, Hom, & Gaertner, 2000) and it costs the organization about 5%
of their operating budget (Hinkin & Tracey, 2000).

Scope Of Study

Main goal of this study is to find out which factors help more in abusive supervision and
negative outomes .

Relevance Of The Study

In the same way, turnover intention is also very important outcome and it has strong effects on
actual turnover behaviors (Griffeth, Hom, & Gaertner, 2000) and it costs the organization about
5% of their operating budget (Hinkin & Tracey, 2000). Job Strain (tension and emotional
exhaustion) and turnover intention, as dependent variables have a lot of independent variables
for example, abusive supervision, ingratiation, positive affects (Harvey et. al, 2007), Punitive
supervision (Hamblin, 1964; Day & Hamblin, 1964; Day, 1971) organization internal and
external environment, peer influences, supervision and so forth. In this study, the author has
taken only one independent variable “Abusive Supervision”. The author sought to investigate
the relationship between abusive supervision and negative employee outcomes.

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 Abusive Supervision

2.Literature Review

2.1 Abusive Supervision

There are two kinds of abuses, one is physical abuse and the other is non-physical abuse.
The later is occurred more frequently and commonly than the earlier. Physical abuse
includes throwing things, punching, beating, threatening with weapons, and so forth. It
badly reduces the subordinates’ performance and satisfaction (Keashly & Colleagues,
1994). The behavior which is indifferent with the subordinates for example, speaking
roughly and rudely with subordinates in order to disgrace them, publicly insulting the
subordinates and hurt their feelings, and so forth (Nueman & Barons, 1997). A

Abusive supervision dislikes and it has hurdles and implications for subordinates’
performance, attitude, self-respect and physical health (Hornstein, 1996). Further Tepper,
(2000) said that abusive supervision would affect the subordinates’ perception of
organizational justice, which ultimately affect their performance, job satisfaction, life
satisfaction, organizational commitment, conflict between work and family-life and
psychological distress and so forth. Abusive supervision negatively affects employees while
recent research showed that around 15% of American employees are suffering from abusive
supervision on a regular basis (Tepper, Duffy, Hoobler, & Ensley, 2004).

2.2. Job Tension

Chrisholm, Kasl, & Eskenazi (1983, p. 387) has defined Job tension is in the following
words that “The psychological reaction of workers to disturbances in the
objective or perceived work environment”.

The sound effects of abusive supervision on factors like frustration and helplessness
promote tension in subordinates (Ashforth, 1997). Abusive supervision is positively related
with Job tension (Tepper, 2000) and he further explained that this is the negative outcome
of abusive supervision. These observations suggest the following research hypothesis.

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 Abusive Supervision

2.4. Turnover Intention

The recruitment of high-class and skilled employees is worth-while today as compare to the
past. Many factors (e.g., globalization, increase in research work, rapid growth in
technology) make it very important that firms recruit and retain human capital (Hinkin &
Tracey, 2000) while due to labor shortages in industries all over the world, has given
importance to retaining key employees for organizational success and competitive
advantage and the managers have seriously focused on and implemented human resources
policies and practices to actively trim down avoidable and undesirable turnover (Hom,
Roberson, & Ellis, 2008).

Hypothesis

Hypothesis 1: Abusive supervision is positively related to job tension, higher the abusive
supervision higher the job tension.

Hypothesis 2: Abusive supervision is positively related to emotional exhaustion, higher the

abusive supervision higher the emotional exhaustion

Hypothesis 3: Abusive supervision is positively related to turnover intention, higher the

abusive supervision higher the turnover intention.

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 Abusive Supervision

Theoretical Model of the study

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 Abusive Supervision

3. RESEARCH METHODOLOGY

3.1. Sampling Process

Basically, Sampling is a method of deducing information about the whole population

instead of going to measure every unit of the population. Only appropriate and proper
development of the sampling technique will lead to the authenticity of the results. In the
present research, the author has used convenience sampling technique, which is based on
the participants’ consent for participating in the study either the participants want to
participate or not. Ideally, sample represents the whole population on the characteristics of
interest (Burns & Grove, 2001). The number of participants from each cellular firm was not
pre-determined, they were given a questionnaire and complete instructions were also given
to fill the questionnaire appropriately and completely in the covering letter attached with the
questionnaire.

3.1. Demographics of the respondents: The respondents were categorized into several
factors, such as gender, age, occupation, income.

3.1.1. Gender: Among the respondents male, and female.

3.1.2. Age we can interpret that majority of the respondents were below 36 years old.

3.1.3. Occupation: In case of occupation students, service holders, and doing business

3.1.4. Income: Respondents income per month.

3.1.5.The respondents Qualification ranged from undergraduate to master level. 50% of the
respondents were master degree holders while 47% were graduates and remaining 3% were
under graduate.

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 Abusive Supervision

Statistical Techniques

The statistical package for social sciences (SPSS) used for data analysis. Different
statistical techniques were used to scrutinize the data such as arithmetic mean, standard
deviation, correlations analysis, and regression analysis. As these techniques were
appropriate to measure the internal consistency and to test the developed hypotheses.

Cronbach’s Alpha N of items

0.92 3

4.Conclusion

The study was designed to test the relationship between abusive supervision and negative
employee outcomes job tension, emotional exhaustion, and turnover intention as supported
by the past research (Ashforth, 1997; Tepper, 2000). Especially the authors confirmed this
positive relationship in a developing country context like Pakistan. The authors found
positive empirical result for all three hypotheses, higher the abusive supervision higher the
job tension, emotional exhaustion, and turnover intention.

5. Limitations of the Study

For this study during data collection we did not consider factors family problems, financial
problems, health problems, and social problems etc which could affect the negative
employee outcomes apart from the abusive supervision. As the questionnaire was directly
related to the supervisor and the subordinates might not mention accurately about the

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 Abusive Supervision

abusive supervisor and the negative employee outcomes, especially regarding their turnover
intention.

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 Abusive Supervision

Strongly
Agree nor
Slightly
Disagree

Agree
Disagree

Slightly
Strongly

Agree
The following statements describe

Neither
Disag
some of the ways a person may feel

ree
about his/her supervisor.

To what extent do you agree or

disagree with each of the following
statements about your relationship
with your supervisor? Please tick

Disagre
the column which matches your

Agre
opinion most closely.

e
SAFE BASE SUBSCALE

1. My Supervisor was respectful of my 1 2 3 4 5 6 7

views and ideas

2. My supervisor and I were equal 1 2 3 4 5 6 7

partners in supervision

3. My supervisor had a collaborative 1 2 3 4 5 6 7

approach in supervision
1 2 3 4 5 6 7
4. I felt safe in my supervision sessions

Total Safe Base Subscale =

STRUCTURE SUBSCALE

5 My supervision sessions took place 1 2 3 4 5 6 7

regularly
1 2 3 4 5 6 7
6. Supervision sessions were structured
7. My supervisor made sure that our
supervision sessions were kept free 1 2 3 4 5 6 7
from interruptions

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 Abusive Supervision

7 6 5 4 3 2 1
8. Supervision sessions were regularly
cut short by my supervisor
1 2 3 4 5 6 7
9. Supervision sessions were focused

Total Structure Subscale =

COMMITMENT SUBSCALE

10. My supervisor was enthusiastic 1 2 3 4 5 6 7

about supervising me

11. My supervisor appeared interested in 1 2 3 4 5 6 7

supervising me
7 6 5 4 3 2 1
12. My supervisor appeared uninterested in
me

13 My supervisor appeared interested in me as 1 2 3 4 5 6 7

a person

14. My supervisor appeared to like 1 2 3 4 5 6 7

supervising
7 6 5 4 3 2 1
15. I felt like a burden to my supervisor
1 2 3 4 5 6 7
16. My supervisor was approachable

Total Commitment Subscale =

REFLECTIVE EDUCATION SUBSCALE

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 Abusive Supervision

17. My supervisor drew from a number of 1 2 3 4 5 6 7

theoretical models

Total Reflective Education Subscale =

ROLE MODEL SUBSCALE

1 2 3 4 5 6 7
18 I respected my supervisor as a professional
1 2 3 4 5 6 7
19. I respected my supervisor as a person
7 6 5 4 3 2 1
20. My supervisor appeared uninterested in his
/ her clients

FORMATIVE FEEDBACK SUBSCALE

21 My supervisor gave me helpful negative 1 2 3 4 5 6 7

feedback on my performance
22 My supervisor was able to balance negative
1 2 3 4 5 6 7
feedback on my performance with praise

23. My supervisor gave me positive feedback 1 2 3 4 5 6 7

on my performance

24 My supervisor’s feedback on my 1 2 3 4 5 6 7
performance was constructive

25. My supervisor paid attention to my level 1 2 3 4 5 6 7

of competence

Total Formative Feedback Subscale =

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 Abusive Supervision

Scoring Key

Scored 1 (Strongly Disagree) to 7 (Strongly Agree)

Reverse Scoring
Scored 7 (Strongly Disagree) to 1 (Strongly Agree)

References

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 Abusive Supervision

[6] Bennett J. Tepper (2000), Consequences of Abusive Supervision, The Academy of

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