摘要
基于先前的研宄表明,低绩效会激怒主管从而引起他们在工作场所辱
骂的反应,我的研究构建了一个框架来解释主管何时以及如何有方法的辱虐
他们的高绩效下属。特别地,基于社会比较理论,我认为高绩效的下属会逐
渐给主管带来嫉妒感,这转而又导致主管从事辱虐管理。在社会比较框架
内,我假定社会比较倾向作为一个关键性的边际条件来概括下属绩效通过主
管嫉妒的传递对于辱虐管理间接的正向影响,即当社会比较倾向高时,主管
会有策略地辱虐高绩效者。此外,借鉴道德排斥理论,我认为合作目标和竞
争目标的相互依存关系是假设和论证低绩效下属和辱虐管理之间直接负相关
关系的关键性的边际条件。在道德排除框架内,当(a)合作目标相互依存
度高或(b)竞争目标的相互依存度低时,主管可能会滥用低绩效者。此
夕卜,本研究探讨了滥用监督对下属客观表现的影响。多源多波场研究1从上
司和下属的二元关系中采集的数据中进行(N=42主管及150个下属),当
主管的社会比较倾向较高时,发现下属绩效与通过主管嫉妒的辱虐监督的间
接正相关关系更强。此外,研究2发现,当合作目标相互依存度高且竞争目
标相互依存度低时,下属绩效和辱虐监督之间的直接负相关关系更强。最
后,研宂3显示(a)辱虐管理对下属的客观绩效的负面影响和(b)下属的
I
摘要
感知绩效通过辱虐管理以及合作目标和竞争目标的相互依存度之间的可能程
度对于客观绩效产生的条件间接效应。本文也就如何最大限度地减少辱虐监
督的建议进行了讨论

关键词:下属绩效,辱虐管理,主管嫉妒,社会比较倾向,主管下属
之间的合作和竞争目标的相互依存度
II
Abstract
ABSTRACT
Building on prior research demonstrating that low performers provoke supervisors to
elicit abusive responses at the workplace, my study develops a framework to explain when and
how supervisors strategically abuse their high-performing subordinates. In particular, drawing on
social comparison theory, I argue high performing subordinates instill in supervisors a sense of
envy, which in turn leads to engaging in abusive supervision. Within the social comparison
framework, I hypothesize social comparison orientation as a key boundary condition to outline
the indirect positive effect of subordinate performance on abusive supervision through the
mediator of supervisor envy, i.e., supervisors strategically abuse high performers when social
comparison orientation is high. Furthermore, drawing on moral exclusion theory, I examine
cooperative goals interdependence and competitive goals interdependence as key boundary
conditions to hypothesize and demonstrate the direct negative relationship between low-
performing subordinates and abusive supervision. Within the moral exclusion framework,
supervisors may strategically abuse low performers when (a) cooperative goals interdependence
is high, or (b) competitive goals interdependence is low. Moreover, my study explores the impact
of abusive supervision on subordinate’s objective performance. A multi-source and multi-wave
field study 1 was done with data collected form supervisor-subordinate dyads (A^= 42
supervisors and 150 subordinates), the indirect positive relationship between subordinate
performance and abusive supervision through supervisor envy was found to be stronger when
supervisor’s social comparison orientation is high. Furthermore,study 2 showed the direct
negative relationship between subordinate performance and abusive supervision was found to be
stronger when cooperative goals interdependence is high and when competitive goals
III
Abstract
interdependence is low＊ Finally, study 3 revealed (a) the negative impact of abusive supervision
on subordinate’s objective performance (b) the conditional indirect effect of subordinate’s
perceived performance on objective performance via abusive supervision, contingent to the
extent of cooperative goals interdependence and competitive goals interdependence. Implications
for how to minimize the manifestation of abusive supervision are discussed.
Keywords: Subordinate performance, Abusive supervision, Supervisor envy, Social
comparison orientation, Supervisor-subordinate fs Cooperative and Competitive Goals
Interdependence
IV
Table of Contents
TABLE OF CONTENTS
CHAPTER PAGE
I
INTRODUCTIONAbusive Supervision and RetaliationStrategic and Impulsive Abusive SupervisionAbusive Supervision and Social ComparisonAbusive Supervision and Moral ExclusionPurpose of the DissertationSummaryII
THEORETICAL BACKGROUND AND HYPOTHESIS
DEVELOPMENTSubordinate Performance and Abusive SupervisionStrategic Abusive SupervisionSocial Comparison Theory (SCT)Moderating Role of Social Comparison OrientationA Moral Exclusion Perspective
23
Moderating Role of Cooperative and Competitive Goals
Interdependence
25
Instrumentality of Abusive Supervision: An Integrative Model
29
Conditional Mediating Role of Abusive Supervision
33
III
METHODS
38
Study 1
38
Research Context and Participants
38
Measures
40
Study 2
42
Research Context and Participants
42
Measures
43
Study 3
46
Research Context and Participants
47
Measures
48
IV
RESULTS
51
Study 1
51
Descriptive statistics
51
Analytical Strategy
52
Hypotheses Testing
53
Study 2
55
V
Table of Contents
Descriptive statistics
56
Analytical Strategy
56
Hypotheses Testing
58
Study 3
60
Descriptive statistics
61
Analytical Strategy
62
Hypotheses Testing
63
V
DISCUSSION
67
Study 1
67
Study 2
72
Study 3
74
General Discussion
76
Limitations, future directions and practical implications
80
Conclusion
83
REFERENCES
85
APPENDIX A. VISUAL DEPICTION OF PROPOSED
RELATIONSHIPS
116
APPENDIX B. RECRUITMENT EMAIL MESSAGE
117
APPENDIX C. RECRUITMENT EMAIL MESSAGE (CHINESE) .... 118
APPENDIX D. STUDY 1 SURVEY (ENGLISH VERSION)
119
APPENDIX E. STUDY 1 SURVEY (CHINESE VERSION)
121
APPENDIX F. STUDY 2 & 3 SURVEY (ENGLISH VERSION) 124
APPENDIX G. STUDY 2 & 3 SURVEY (CHINESE VERSION) 126
VI
List of Tables
LIST OF TABLES
TABLE PAGE
Study 1
Table 1 Intercorrelations, descriptive statistics, and estimated reliabilities among
the latent variables (Study 1)
98
Table 2 Results of Hierarchical Regression Analysis (Study 1)
99
Table 3 Results of moderated path analysis (Study 1)
100
Table 4 Results of regression analysis for overall model (Study 1; additional
analysis)
101
Table 5 Results of Moderated-mediation model across levels of supervisor SCO
(Study 1; additional analysis)
102
Study 2
Table 6 Intercorrelations, descriptive statistics, and estimated reliabilities among
the latent variables (Study 2)
103
Table 7 Results of Hierarchical Regression Analysis (Study 2)
104
Table 8 Results of Moderated-mediation model across levels of moderators (Study
2) 105
Study 3
Table 9 Intercorrelations, descriptive statistics, and estimated reliabilities among
the latent variables (Study 3)
106
Table 10 Results of Hierarchical Regression Analysis (Study 3)
107
Table 11 Results of Moderated-mediation model across l
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