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Unraveling the complex nexus of punitive supervision and deviant work behaviors: findings and implications from hospitality employees in Pakistan

Unraveling the complex nexus of punitive supervision and deviant work behaviors: findings and... The study adopts the conservation of resources (COR) theory for providing a better theoretical understanding of punitive supervision as an antecedent of employees’ minor deviant behaviors (namely, employee time theft and knowledge hiding) via creating cognitive mechanisms (employees’ perceived incivility). The purpose of this paper is to examine the moderating role of employees’ RESILIENCY on employees’ ability to buffer the impacts of punitive supervision.Design/methodology/approachData was gathered from 265 frontline hospitality employees in Pakistan. A survey was administered in person to establish trust and rapport with employees and so, collect reliable data.FindingsThe findings confirmed a direct and mediated impact of punitive supervision on employee minor deviant behaviors via creating perceived incivility. The moderating role of employees’ resiliency was also confirmed, as the employees’ resiliency helped them mitigate the impact of punitive supervision on perceived incivility.Research limitations/implicationsData was collected from employees’ perceptions working in one industry and cultural setting. As employees’ perceptions (influenced by their cultural background) significantly affect their interpretations and reactions to punitive behavior, future research should validate and refine the findings by collecting data from a wider and diversified cultural and industry setting.Practical implicationsThe findings provide theoretical explanatory power of the drivers and the contextual factors leading to minor employee deviant behaviors. The findings guide managers on how to develop pro-active and re-active strategies for deterring the occurrence and eliminating the consequences of punitive supervision.Originality/valueThis study contributes to the literature in multiple ways. It identifies and validates punitive supervision as an antecedent of Deviant Work Behavior (DWB). It provides a theoretical underpinning for explaining how punitive supervision spurs cognitive mechanisms, which in turn drive DWB. It also studies the nexus between destructive supervision and its outcomes in its entirety by studying the mediated and the moderating impacts of punitive supervision and perceived incivility, respectively. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Unraveling the complex nexus of punitive supervision and deviant work behaviors: findings and implications from hospitality employees in Pakistan

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References (124)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0959-6119
DOI
10.1108/ijchm-08-2020-0808
Publisher site
See Article on Publisher Site

Abstract

The study adopts the conservation of resources (COR) theory for providing a better theoretical understanding of punitive supervision as an antecedent of employees’ minor deviant behaviors (namely, employee time theft and knowledge hiding) via creating cognitive mechanisms (employees’ perceived incivility). The purpose of this paper is to examine the moderating role of employees’ RESILIENCY on employees’ ability to buffer the impacts of punitive supervision.Design/methodology/approachData was gathered from 265 frontline hospitality employees in Pakistan. A survey was administered in person to establish trust and rapport with employees and so, collect reliable data.FindingsThe findings confirmed a direct and mediated impact of punitive supervision on employee minor deviant behaviors via creating perceived incivility. The moderating role of employees’ resiliency was also confirmed, as the employees’ resiliency helped them mitigate the impact of punitive supervision on perceived incivility.Research limitations/implicationsData was collected from employees’ perceptions working in one industry and cultural setting. As employees’ perceptions (influenced by their cultural background) significantly affect their interpretations and reactions to punitive behavior, future research should validate and refine the findings by collecting data from a wider and diversified cultural and industry setting.Practical implicationsThe findings provide theoretical explanatory power of the drivers and the contextual factors leading to minor employee deviant behaviors. The findings guide managers on how to develop pro-active and re-active strategies for deterring the occurrence and eliminating the consequences of punitive supervision.Originality/valueThis study contributes to the literature in multiple ways. It identifies and validates punitive supervision as an antecedent of Deviant Work Behavior (DWB). It provides a theoretical underpinning for explaining how punitive supervision spurs cognitive mechanisms, which in turn drive DWB. It also studies the nexus between destructive supervision and its outcomes in its entirety by studying the mediated and the moderating impacts of punitive supervision and perceived incivility, respectively.

Journal

International Journal of Contemporary Hospitality ManagementEmerald Publishing

Published: Jul 6, 2021

Keywords: Punitive supervision; Perceived incivility; Knowledge hiding; Employee time theft; Resiliency; Hospitality

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