Employee Retaliation against Supervisor Mistreatment: Only in America? (original) (raw)

Abstract

Via a scenario-based experiment, we tested when employee retaliation against supervisory mistreatment (termed the “mistreatment-retaliation effect”) was more versus less likely to occur. Administered in the U.S. and Korea, the scenario manipulated whether an employee had/had not been mistreated by a supervisor and whether the supervisor was/was not similar to the employee; we measured supervisory- and organizational-directed forms of retaliation. As predicted, the mistreatment-retaliation effect differed across countries; but surprisingly, the Koreans rather than U.S. Americans were generally more likely to retaliate against the supervisor. Interestingly, no country-difference occurred with regard to organizationally-directed retaliation. As expected, several factors (e.g., cultural values and the supervisor’s ingroup vs. outgroup status) moderated the mistreatment-retaliation effect. Theoretical and practical implications are discussed.

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