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Bad bosses and self-verification: The moderating role of core self-evaluations with trust in workplace management

机译：糟糕的老板和自我验证：信任自我的核心自我评估对工作场所管理的调节作用

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摘要

Who responds most strongly to supervisor social undermining? Building on self-verification theory (Swann, 1983, 1987), we theorize that employees with positive views of the self (i.e., higher core self-evaluations [CSEs]) who also maintain higher trust in workplace management are more likely to experience heightened stress and turnover intentions when undermined. We argue that this subset of employees (high CSE, high trust) are more likely to feel misunderstood when undermined by their supervisor and that this lack of self-verification partially explains their stronger responses to supervisor undermining. We find initial support for the first part of our model in a study of 259 healthcare workers in the United States and replicate and extend our findings in the second study of 330 employees in the United Kingdom. Our results suggest that the employees Human Resources often wishes to attract and retain-employees with high CSE and high trust in workplace management-react most strongly to supervisor social undermining.
机译：谁对主管的社会破坏做出最强烈的反应？基于自我验证理论（Swann，1983，1987），我们得出的理论是，对自我持积极态度的员工（即较高的核心自我评价[CSE]）并且对工作场所管理保持较高的信任感的员工更有可能经历自我提升被破坏时的压力和离职意图。我们认为，这部分员工（高CSE，高信任度）在受到上级主管的破坏时更容易被误解，而这种缺乏自我验证的现象在一定程度上解释了他们对上级破坏行为的更强反应。我们在对美国259名医护人员的研究中找到了模型第一部分的初步支持，并在对英国330名员工的第二项研究中重复并扩展了我们的发现。我们的结果表明，员工人力资源部通常希望吸引和留住具有较高CSE和对工作场所管理高度信任的员工，这对监督者的社会破坏作用最大。

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