Boss Abuse and the Consequences of Subordinate Payback

13122955635_0c7b063aec_zHow do employees respond to boss abuse? A new article published in Journal of Applied Behavioral Science, entitled “Boss Abuse and Subordinate Payback,” by author Harvey A. Hornstein suggests that up to 60% of subordinates retaliate in some way following boss abuse. The article finds not only are the consequences of subordinate retaliation not all bad, some of the consequences can benefit the subordinate, the organization, and the abusing boss. The abstract for the paper:

After re-confirming an earlier finding that as many as 60% of subordinates retaliate Current Issue Coverin major and minor ways after suffering a boss’s abuse, using data from 100 participants, this investigation identified the characteristics of successful (the abuse is discontinued) and unsuccessful retaliation. Without arguing that retribution is the response of choice to boss abuse, evidence is presented showing that well-crafted retaliation often produces benefits for the abused subordinate, the organization, and even the abusive boss. Action steps that might guide crafting an abused employee’s response to a boss’s abuse are provided as well as directions for future research.

You can read “Boss Abuse and Subordinate Payback” from Journal of Applied Behavioral Science free for the next two weeks by clicking here. Want to know all about the latest research from Journal of Applied Behavioral ScienceClick here to sign up for e-alerts!

*Employees image attributed to FTTUB (CC)


This entry was posted in Employee Satisfaction, Employees, employers, Management and tagged , , , , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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