Abusive supervision and counterproductive work behaviors under generational differences: a chain mediation model between perception of organizational politics and defensive silence

  • 0Department of Economics and Management, Neijiang Normal University, Neijiang, China.

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Summary

This summary is machine-generated.

Abusive supervision fuels counterproductive work behaviors, with generational differences influencing this link. Perceptions of organizational politics and defensive silence act as key mediators across age groups.

Area Of Science

  • Organizational Behavior
  • Human Resource Management
  • Psychology

Background

  • Abusive supervision negatively impacts employee behavior and organizational sustainability.
  • Understanding generational differences is crucial for managing workplace dynamics.
  • Counterproductive work behaviors (CWBs) pose significant threats to organizations.

Purpose Of The Study

  • To examine the mediating roles of organizational politics perceptions and defensive silence in the abusive supervision-CWB relationship.
  • To investigate how these mediating effects differ across generational cohorts (Post-80s, Post-90s, Post-00s).
  • To identify the impact of generational gaps on responses to abusive supervision.

Main Methods

  • Survey data collected from 441 Chinese manufacturing employees across different generations.
  • Statistical analysis using SPSS and Amos software.
  • Exploration of chained mediation effects.

Main Results

  • Abusive supervision significantly predicts counterproductive work behaviors.
  • Perceptions of organizational politics and defensive silence mediate the relationship between abusive supervision and CWBs, forming a chained effect.
  • Significant differences in these mediating effects were observed among the Post-80s, Post-90s, and Post-00s generations.

Conclusions

  • Generational differences shape employee responses to abusive supervision and subsequent CWBs.
  • Organizational politics perceptions and defensive silence are critical mediators, highlighting a generational gap.
  • Findings offer novel insights into managing generational diversity and mitigating negative workplace behaviors.

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