Supervisor to Coworker Social Undermining: The Moderating Roles of Bottom-line Mentality and Self-efficacy

Eissa, Gabi and Wyland, Rebecca and Gupta, Ritu (2018) Supervisor to Coworker Social Undermining: The Moderating Roles of Bottom-line Mentality and Self-efficacy. Journal of Management & Organization. pp. 1-18.

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Abstract

This research presents and tests a trickle-down model of social undermining in the workplace. Drawing on social cognitive theory, this study specifically demonstrates that supervisor social undermining is positively associated with coworker social undermining in the workplace. Furthermore, this study argues that employee bottom-line mentality will exacerbate the positive relationship between supervisor social undermining and coworker social undermining, whereas employee self-efficacy will buffer this positive relationship. Overall, our findings support our proposed trickle-down model using field data obtained from several information technology and financial organizations in India. Theoretical and practical implications as well as directions for future research are discussed.

Item Type:	Article
Uncontrolled Keywords:	Supervisor Social Undermining; Bottom-Line Mentality; Self-Efficacy; Coworker Social Undermining, Counterproductive Work Behavior
Subjects:	Human Resource Management
Divisions:	Human Resource Management
Depositing User:	Mr. Muralidhara D
Date Deposited:	04 Dec 2018 09:33
Last Modified:	01 Mar 2019 11:34
URI:	http://tapmi.informaticsglobal.com/id/eprint/532

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