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Abusive supervision and turnover intentions: The mediating role of perceived organisational support

Published online by Cambridge University Press:  19 August 2015

Jarrod M. Haar*
Affiliation:
School of Management, College of Business (Albany), Massey University, North Shore City, New Zealand
Alida de Fluiter
Affiliation:
Department of Strategy and Human Resource Management, Waikato Management School, University of Waikato, Hamilton, New Zealand
David Brougham
Affiliation:
School of Management, College of Business (Palmerston North), Massey University, New Zealand
*
Corresponding author: j.haar@massey.ac.nz

Abstract

Abusive supervision has a significant impact on employee turnover intentions. An underexplored factor in this area is the influence of support: we test perceived organisational support as a mediator. The present study utilised data from three distinct populations within New Zealand: (1) ethnically diverse blue-collar workers, (2) Māori (the indigenous people of New Zealand) employees, and (3) Chinese employees working within New Zealand. Structural equation modelling from the combined sample of 432 respondents (in total) showed that the indirect-effects model fit the data best, where abusive supervision was positively related to turnover intentions and negatively towards perceived organisational support; while support was negatively related to turnover intentions. Our findings bear out the notion that organisational support mediates the influence of abusive supervision on turnover intentions, highlighting the effect of organisational influence within this area. By exploring these relationships on three distinct populations, this study improves the generalisability of the related theories.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2015 

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