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What is Mistreating Management

Handbook of Research on Organizational Justice and Culture in Higher Education Institutions
Is defined as subordinates’ perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact? ( Tepper, 2000 , p. 178). Examples include a supervisor telling a subordinate that his or her thoughts or feelings are stupid or putting the subordinate down in front of others. 1. The action of obligating oneself to a course of action (as by a promise or vow) a. something (as a formal contract, a promise, or the demands of conscience or custom) that obligates one to a course of action b. a debt security (as a mortgage or corporate bond).
Published in Chapter:
The Effects of Mistreating Management Variability on Work Attitudes and Behaviors
Fakhraddin Maroofi (University of Kurdistan Sanandaj, Iran) and Fatemeh Kahrarian (Islamic Azad University Kermanshah, Iran)
DOI: 10.4018/978-1-4666-9850-5.ch003
Abstract
The finding of this research indicates that individuals in a work unit are likely to develop negative attitudes and engage in deviate behaviors in response to a manager who is more mistreating toward some unit members but not toward others. These effects were found to be strong after explaining for each individual's personal experience of misuse from the manager. The findings are significant because they highlight the importance of mistreating management variability as a distinct unit-level construct. In sum, the findings highlight the importance of examining mistreating management at both the individual and unit levels of analyzes. This research shows that, in a work unit, non-targeted members are caused some of these negative outcomes because they are the unfair interpersonal treatment of others. Organizations should educate managers on how contradictory interpersonal treatment of subordinates impacts the fairness of the work unit and the negative implication on both targeted and non-targeted subordinates.
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