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Ann Peng, Rebecca Mitchell, and John M. Schaubroeck

In recent years scholars of abusive supervision have expanded the scope of outcomes examined and have advanced new psychological and social processes to account for these and other outcomes. Besides the commonly used relational theories such as justice theory and social exchange theory, recent studies have more frequently drawn from theories about emotion to describe how abusive supervision influences the behavior, attitudes, and well-being of both the victims and the perpetrators. In addition, an increasing number of studies have examined the antecedents of abusive supervision. The studied antecedents include personality, behavioral, and situational characteristics of the supervisors and/or the subordinates. Studies have reported how characteristics of the supervisor and that of the focal victim interact to determining abuse frequency. Formerly postulated outcomes of abusive supervision (e.g., subordinate performance) have also been identified as antecedents of abusive supervision. This points to a need to model dynamic and mutually reciprocal processes between leader abusive behavior and follower responses with longitudinal data. Moreover, extending prior research that has exclusively focused on the victim’s perspective, scholars have started to take the supervisor’s perspective and the lens of third-parties, such as victims’ coworkers, to understand the broad impact of abusive supervision. Finally, a small number of studies have started to model abusive supervision as a multilevel phenomenon. These studies have examined a group aggregated measure of abusive supervision, examining its influence as an antecedent of individual level outcomes and as a moderator of relationships between individuals’ experiences of abusive supervision and personal outcomes. More research could be devoted to establishing the causal effects of abusive supervision and to developing organizational interventions to reduce abusive supervision.


Pay transparency refers to the degree to which pay communication policies and practices governing employee pay knowledge facilitate or restrict the sharing of pay-related information. While relatively few enterprises have adopted transparent pay-communication practices, a variety of institutional factors, such as government regulations and social norms, are driving employers to provide their employees with greater pay knowledge. Consensus has emerged around the existence of three main dimensions or forms of pay transparency, namely pay-outcome transparency, pay-process transparency, and pay-communication transparency. Research findings indicate that pay-outcome transparency, which relates to the degree to which pay rate information is disclosed by the employer, has both beneficial and problematic consequences, depending on the outcome. For example, while pay-outcome transparency has been consistently found to be associated with enhanced individual task performance and reduced gender-based pay discrepancies, it has also been associated with higher levels of envy, diminished helping, heightened levels of counterproductive work behavior, and pay compression (which could elicit negative sorting effects). In contrast, pay-process transparency, which relates to the degree to which employees are informed about the parameters underlying reward-related decisions, has been found to have largely beneficial consequences and few unintended negative consequences. Finally, while it is least studied, pay-communication transparency, capturing the degree to which restrictions are placed on employees’ ability to share pay knowledge with others, is positively associated with employee perceptions of employer fairness and trustworthiness and can have significant implications for employee retention.