Thriving at work but insomniac at home

Understanding the relationship between supervisor bottom-line mentality and employee functioning

Datos Bibliográficos

ID9891231
AutoresMayowa T Babalola (0000-0002-9468-6183, United Arab Emirates University, United Arab Emirates,, autor de correspondencia), Shuang Ren (0000-0002-8768-8447, Deakin University), Chidiebere Ogbonnaya (0000-0002-0704-5717, University of Sussex), Katrin Riisla (0000-0001-9938-4304, KU Leuven), Gbemisola T Soetan (0000-0001-8995-262X, University of Salford), Kubilay Gok (0000-0002-5063-7013, Winona State University)
Año2022
Volumen75
Número1
Páginas33-57
Fecha de publicación2022-01-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaHuman Relations (JOURNAL)
Identificadores de la revistaISSN: 0018-7267 • E-ISSN: 1741-282X
EditorialSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726720978687
OpenAlexW3108053606
IdiomaEN
Citas recibidas34
Referencias citadas76

Bottom-line mentality (BLM) describes a one-dimensional frame of mind revolving around bottom-line pursuits, which pervades most organizations today. But how does working with high BLM supervisors affect employees’ functioning both at work and at home? Guided by this question, we draw on social information processing theory and insights from the person–environment fit literature for a nuanced understanding of the effects of supervisor BLM. Using data from two field studies conducted in China (340 employees) and the United States (174 employees), we find that supervisor BLM increases employee perceptions of a competitive climate that ultimately increases employee thriving at work and insomnia outside work. We further find that employee trait competitiveness moderated the indirect relationship (via perceived competitive climate) between supervisor BLM and thriving at work but not for insomnia; employees high (versus low) in trait competitiveness were found to thrive at work under the competitive climate stimulated by high BLM supervisors. Taken together, our findings highlight the need for organizational leaders to be cautious of being too narrowly focused on bottom-line outcomes and aware of the wider implications of BLM on different domains of their employees’ lives

Business · Competitive advantage · Economics · Line management · Management · Organizational culture · Political science · Public relations · Supervisor · Thriving · Work (physics · Cultural Differences and Values · Engineering · Job Satisfaction and Organizational Behavior · Marketing · Psychological Well-being and Life Satisfaction · Psychology · Social Psychology