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Supervisor to coworker social undermining: The moderating roles of bottom-line mentality and self-efficacy

Published online by Cambridge University Press:  20 February 2018

Gabi Eissa ,
Rebecca Wyland  and
Ritu Gupta
Gabi Eissa*
Affiliation:
Department of Management, Fowler College of Business, San Diego State University, CA, USA
Rebecca Wyland
Affiliation:
Department of Management & Marketing, University of Wisconsin-Eau Claire, College of Business, Eau Claire, WI, USA
Ritu Gupta
Affiliation:
HRM Department, TA Pai Management Institute, Manipal, Karnataka, India
*
Corresponding author: eissagmg@gmail.com
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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.

Keywords

supervisor social underminingbottom-line mentalityself-efficacycoworker social underminingcounterproductive work behavior
Type
Research Article
Information
Journal of Management & Organization , Volume 26 , Issue 5 , September 2020 , pp. 756 - 773
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

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