Thomas J Zagenczyk
Biographic Data
| ID | 95986 |
|---|---|
| NAME | Thomas J Zagenczyk |
| GIVEN NAMES | Thomas J |
| FAMILY NAME | Zagenczyk |
| SIGNATURE | ZAGENCZYK T J |
| AFFILIATIONS | Clemson University |
| ORCID | 0000-0002-0444-5109 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 5 |
| WORKS AS AUTHOR | 7 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2010 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
Softening the Blow
Broken promises from organizations (psychological contract breach; PCB) are often construed by employees as moral injustices that result in feelings of violation and, subsequently, negative outcomes. Yet, existing work that examines how employees best cope with breach and violation tends to focus more on relational (e.g., leadership style, support, justice) or organizational (e.g., apology) factors than on which individual traits may to help to m…
When There’s No One Else to Blame
Change is Coming, Time to Undermine? Examining the Countervailing Effects of Anticipated Organizational Change and Coworker Exchange Quality on the Relationship Between Machiavellianism and Social Und…
Blaming the organization for abusive supervision
Why do employees who experience abusive supervision retaliate against the organization? We apply organizational support theory to propose that employees hold the organization partly responsible for abusive supervision. Depending on the extent to which employees identify the supervisor with the organization (i.e., supervisor's organizational embodiment), we expected abusive supervision to be associated with low perceived organizational support (PO…
When distress hits home
We developed a model of the relationships among aggressive norms, abusive supervision, psychological distress, family undermining, and supervisor-directed deviance. We tested the model in 2 studies using multisource data: a 3-wave investigation of 184 full-time employees (Study 1) and a 2-wave investigation of 188 restaurant workers (Study 2). Results revealed that (a) abusive supervision mediated the relationship between aggressive norms and psy…
In pursuit of power
Consequences of Workplace Bullying on Employee Identification and Satisfaction Among Australians and Singaporeans
This study responds to the call for cross-cultural investigations of workplace bullying by examining the relationship between workplace bullying and attitudes among employees from two countries. The authors argue that employees from societies that are less inclined to accept that power differences exist as a result of structure (low power distance countries, e.g., Australia) will respond to workplace bullying more negatively than will employees f…
In pursuit of power
Consequences of Workplace Bullying on Employee Identification and Satisfaction Among Australians and Singaporeans
This study responds to the call for cross-cultural investigations of workplace bullying by examining the relationship between workplace bullying and attitudes among employees from two countries. The authors argue that employees from societies that are less inclined to accept that power differences exist as a result of structure (low power distance countries, e.g., Australia) will respond to workplace bullying more negatively than will employees f…
In pursuit of power
Consequences of Workplace Bullying on Employee Identification and Satisfaction Among Australians and Singaporeans
This study responds to the call for cross-cultural investigations of workplace bullying by examining the relationship between workplace bullying and attitudes among employees from two countries. The authors argue that employees from societies that are less inclined to accept that power differences exist as a result of structure (low power distance countries, e.g., Australia) will respond to workplace bullying more negatively than will employees f…
When distress hits home
We developed a model of the relationships among aggressive norms, abusive supervision, psychological distress, family undermining, and supervisor-directed deviance. We tested the model in 2 studies using multisource data: a 3-wave investigation of 184 full-time employees (Study 1) and a 2-wave investigation of 188 restaurant workers (Study 2). Results revealed that (a) abusive supervision mediated the relationship between aggressive norms and psy…
Blaming the organization for abusive supervision
Why do employees who experience abusive supervision retaliate against the organization? We apply organizational support theory to propose that employees hold the organization partly responsible for abusive supervision. Depending on the extent to which employees identify the supervisor with the organization (i.e., supervisor's organizational embodiment), we expected abusive supervision to be associated with low perceived organizational support (PO…
Change is Coming, Time to Undermine? Examining the Countervailing Effects of Anticipated Organizational Change and Coworker Exchange Quality on the Relationship Between Machiavellianism and Social Und…
When There’s No One Else to Blame
Softening the Blow
Broken promises from organizations (psychological contract breach; PCB) are often construed by employees as moral injustices that result in feelings of violation and, subsequently, negative outcomes. Yet, existing work that examines how employees best cope with breach and violation tends to focus more on relational (e.g., leadership style, support, justice) or organizational (e.g., apology) factors than on which individual traits may to help to m…
Psychology (7 works) · Social Psychology (7 works) · Job Satisfaction and Organizational Behavior (4 works) · Workplace Violence and Bullying (4 works) · Abusive supervision (3 works) · Political science (3 works) · Supervisor (3 works) · Big Five personality traits (2 works) · Business ethics (2 works) · Ethics in Business and Education (2 works)