MENTALITAS ÔÇØBOTTOM-LINEÔÇØ PEMIMPIN DAN BAWAHAN TERHADAP SOCIAL UNDERMINING

Authors

  • Noviardi Effendi Pascasarjana, Universitas Lancang Kuning
  • Muhammad Rasyid Abdillah Pascasarjana, Universitas Lancang Kuning
  • Helwen Heri Pascasarjana, Universitas Lancang Kuning

Abstract

Securing certain bottom-line results is usually considered beneficial to the profitability of the organization. Organizations have an interest in upholding different goals and values which have different effects on different stakeholders. But adopting a bottom-line mentality encourages simple thinking where employees treat every situation as if only one goal is relevant. In terms of the theoretical model, we use socio-cognitive theory (Bandura, 1977, 1986) to propose that the bottom-line mentality of leaders is positively related to the bottom-line mentality of employees. On the basis of conceptual arguments related to bottom-line mentality (Callahan, 2004; Wolfe, 1988), we hypothesized that employee mentality is positively related to social undermining. The results of the mediation analysis moderated by the bottom line mentality of the employees provide general support for the hypothesis in this study.

References

[1] Greenbaum, R. L., Mawritz, M. B., & Eissa, G. (2012). Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. Journal of Applied Psychology, 97, 343–359.
[2] Mawritz M, Greenbaum R, Butts M and Graham K. (2017). I just can’t control myself: A self-regulation perspective on the abuse of deviant employees. Academy of Management Journal, 60 (4) : 1482–1503.
[3] Bonner J, Greenbaum R and Quade M. (2017). Employee unethical behavior to shame as an indicator of self-image threat and exemplification as a form of self-image protection: The exacerbating role of supervisor bottom-line mentality. Journal of Applied Psychology 102 (8) : 1203–1221.
[4] Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social undermining in the workplace. Academy of Management Journal, 45, 331–351. doi: 10.2307/3069350.
[5] Bandura, A. (1982). Self efficacy in human agency: American Psychologist Association Inc, Vol 37, No. 2, 122-147, 0003-066X/82/3702-0122300.75.
[6] Dulebohn J, Bommer W, Liden R, Brouer R and Ferris G. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye towards the future. Journal of Management, 38(6): 1715–1759.
[7] Wolfe, D. M. (1988). Is there integrity in the bottom line: Managing obstacles to executive integrity. In S. Srivastva (Ed.), Executive integrity: The search for high human values in organizational life, (pp. 140–171). San Francisco, CA: Jossey-Bass.
[8] Hershcovis, M. S., Reich, T. C., Parker, S. K., & Bozeman, J. (2012). The relationship between workplace aggression and target deviant behaviour: The moderating roles of power and task interdependence. Work and Stress, 26, 1–20. doi:10.1080/02678373.2012.660770.

Downloads

Published

2022-12-04

Issue

Vol. 1 No. 1 (2022): Joint Seminar Pascasarjana IAIN Batusangkar dan Pascasarjana Universitas Lancang Kuning

Section

Articles

License

Authors who publish with this journal agree to the following terms:

  • Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
  • Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
  • Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.