Abusive Supervision On Feedback Avoidance Behavior And The Moderating Effects Of Organizational Justicece

Over the past 20 years,people have become increasingly interested in the “dark side” of the workplace.On the one hand,the incidence of abusive management is steadily rising.For example,managers lie to employees,publicly laugh at employees,and violate employee privacy.A growing body of research explores the devastating consequences associated with abusive management of this inappropriate workplace behavior.On the other hand,the active work behavior,which is also regarded as a negative aspect in the workplace,feedback evasive behavior is becoming the focus of scholars at home and abroad in recent years.It refers to a conscious,proactive,and purposeful feedback management strategy,“active behavior designed to escape feedback”(Moss et al.,2009).Abusive subordinates are unlikely to directly retaliate against leaders who conduct abusive management because they rely on supervisors to provide valuable resources(such as promotions and salary increases),and employees may take evasive responses to try to protect them.Existing resources are no longer lost.In the past,research has paid more attention to the fact that employees who perceive more abuse management will generate more feedback evasive behaviors,which will lead to problems such as job performance decline.However,theoretical research only stays at the stage of discovering problems and cannot provide guidance for the practical activities of business managers.In other words,it is important to find the problem,but how to solve it is the key.Therefore,the academic perspective should be changed from finding problems to finding out the nature of the problem and solving it.That is,academics should try to find out ways to reduce the abuse management and feedback avoidance behavior through theoretical analysis.In the daily work environment,because the individual's perception level will be affected by many external and internal factors,such as professional values,colleagues' views or views and organizational atmosphere,and different individuals may make different changes in response to external environmental changes.That is to say,when employees face the abuse and unfair treatment of managers or the poor performanceof their work due to many reasons,there are often differences in the choice of coping styles.For example,some employees will encounter psychological problems,such as depression,depression,etc.;some employees will have behaviors that are not conducive to organizational operations,such as negative absenteeism,late leave and stealing,etc.;some employees will choose to actively respond,leading Or a colleague asking for help to resolve the negative effects of negative behavior in the workplace.Obviously,for the second type of employees,there is a factor that alleviates the further deterioration of the negative situation,which has a positive impact on the individual's behavior.Based on the theory of resource conservation and the theory of fairness,this paper explores in depth what kind of boundary conditions can make employees who perceive abusive management show less feedback evasive behavior.This study selects individual difference variables—organizational justice(procedural fairness,distributional equity,leadership equity,and information fairness)as a boundary mechanism that may reduce the impact of abusive management on employee feedback avoidance behavior.First of all,it is a detailed literature combing,sorting and screening of the three variables and their dimensions,concepts and measurement tools.Secondly,based on this work,based on the theory of resource preservation and the theory of fairness,the theory of this research is proposed.Model framework;finally,data collection and analysis work.In the data collection phase,this study used online questionnaire surveys to conduct surveys in six provinces and cities in Yunnan,Shanghai,Beijing,Henan,Guangdong,and Jiangxi,and finally recovered 373 valid questionnaires.In the data analysis phase,this paper uses SPSS20.0 and Analytical software such as Amos 24.0 performs data analysis to verify the theoretical hypothesis presented in this paper.After the research and analysis,the research has the following four conclusions:(1)There is a significant positive correlation between the abuse management and employee feedback avoidance behavior,that is,the more leadership abuse management perceived by employees,it will show more feedback avoidance.(2)Procedural fairness regulates the relationship between abusive management andemployee feedback avoidance behavior;(3)assigns fairness to regulate the relationship between abusive management and employee feedback avoidance behavior;(4)leadership fairness cannot regulate abusive management and employee feedback avoidance Behavioral relationship;(3)Information fairness regulates the relationship between abusive management and employee feedback avoidance behavior.That is,when perceived procedural fairness,distributional fairness,and information fairness are at a high level,the impact of abusive management on employee feedback avoidance behavior will be weakened.This paper verifies the relationship between abusive management and employee feedback avoidance behavior through different samples,and examines the boundary conditions of this mechanism,aiming to provide theoretical and practical reference for future research,thus helping managers to engage more effectively.Manage work to improve organizational performance.