Bottom-Line Mentality as an Antecedent of Social Undermining and the Moderating Roles of Core Self-Evaluations and Conscientiousness

• 成果类型: Article
• 署名作者: Greenbaum, Rebecca L.; Mawritz, Mary Bardes; Eissa, Gabi
• 署名单位: Oklahoma State University System; Oklahoma State University - Stillwater; Drexel University
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/a0025217
• 发表日期: 2012
• 页码: 343-359
• 关键词: bottom-line mentality; social undermining; CORE SELF-EVALUATIONS; CONSCIENTIOUSNESS

摘要

We propose that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations. Bottom-line mentality is defined as I-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities. Across a series of studies, we establish an initial nomological network for bottom-line mentality. We also develop and evaluate a 4-item measure of bottom-line mentality. In terms of our theoretical model, we draw on social-cognitive theory (Bandura, 1977, 1986) to propose that supervisor bottom-line mentality is positively related to employee bottom-line mentality (Hypothesis 1). On the basis of conceptual arguments pertaining to bottom-line mentality (Callahan, 2004; Wolfe, 1988), we hypothesize that employee bottom-line mentality is positively related to social undermining (Hypothesis 2). We further predict a moderated-mediation model whereby the indirect effect of supervisor bottom-line mentality on social undermining, through employee bottom-line mentality, is moderated by employee core self-evaluations and conscientiousness (Hypothesis 3). We collected multisource field data to test our theoretical model (i.e., focal-supervisor-coworker triads; N = 113). Results from moderated-mediation analyses provide general support for our hypotheses. Theoretical and practical implications of bottom-line mentality and social undermining are discussed, and areas for future research are identified.