Abusive supervision and employee reactions: The moderating roles of high-performing employees

Abstract

Orientation: Prior research has identified several moderators that can mitigate the effects of abusive supervision on employee outcomes; however, the role of high-performing employees (HPEs) has been virtually overlooked.

Research purpose: Drawing on social exchange theory (SET), this study explores the effects of abusive supervision on employee silence and employee alienation, as well as the moderating role of HPEs in the indigenous banking sector in Ghana.

Motivation for the study: Supervisors, as key facilitators of employee performance and commitment, often face immense pressure to achieve departmental and organisational goals. While effective leadership promotes collaboration, commitment and performance, some supervisors resort to dysfunctional behaviours, such as abusive supervision, to drive results.

Research approach/design and method: The study adopted a cross-sectional survey to collect data from 227 employees from indigenous banks in Ghana using cluster sampling. Four hypotheses were tested using Partial Least Squares Structural Equation Modelling (PLS-SEM).

Main findings: Abusive supervision significantly and positively affects employee silence and employee alienation. However, HPEs significantly reduced these effects.

Practical/managerial implications: This study covered only the indigenous banking sector in Ghana, limiting generalisability. The results provide useful information for managers seeking to address abusive supervision and its outcomes.

Contribution/value-add: This study contributes novel insights into the moderating effects of HPEs in mitigating the adverse effects of abusive supervision on employee silence and employee alienation in Ghana’s indigenous banking sector.