This book asks the crucial question: When does high performance supervision become abusive supervision? As more organizations push to adopt high performance work practices (HPWP), the onus increasingly falls on supervisors to do whatever it takes to maximize the productivity of their work teams. In this rigorous, research-based volume, international contributors offer insight into how and when seemingly-beneficial workplace practices cross the line from motivation to abuse. By reviewing critical issues in both high performance work practices and abusive supervision, it illuminates the crossover between these two modes of work, and forges a path for future scholarship.
'I’m delighted to recommend this volume and hopeful that it will augur new ways of thinking about how HPWPs can be implemented with some sense of confidence.' —Bennett J. Tepper, The Ohio State University, From the Preface
Preface Bennett J. Tepper.
1 Understanding the High Performance Workplace: Introduction Neal M. Ashkanasy, Rebecca J. Bennett, and Mark M. Martinko (Eds.).
Section I: Supervision and High Performance Work Practices.
2 Managing the Risk of Negative Effects of High Performance Work Practices Gabriela Flores, Richard A. Posthuma, Michael A. Campion.
3 Employees, Managers and High Performance Work Practices: A ‘Win-Win’ or the Transformational Leader’s Exploitative Approach to Organizational Performance Chidieberre Ogbonnaya, Kevin Daniels, Sara Connolly, Marc J.P.M. van veldhoven, and Karina Nielsen.
4 High Performance at the Expense of Employee Health? Reconciling the Dark Side of High Performance Work Systems Jaclyn M. Jensen and Karina Van De Voorde.
5 High-Performance Work Systems: Involvement Versus Intensification Peter Boxall and Keith Macky.
Section II: HPWP and Abusive Supervision: Crossing the Line.
6 Human Resource Innovation or Another Iron Cage? The Ethical Line(s) between High Performance Work Systems and Abusive Supervision Roland E. Kidwell and Matthew B. Lunde.
7 Crossing the Line between High Performance Work Practices and Abusive Supervision: Context, Implementation, and Intentionality as Interpretive Triggers Zachary A. Russell, Gerald R. Ferris, and David Sikora.
8 When More Can Become Less: High Performance Work Systems as a Source of Occupational Stress Paul E. Spector.
9 High Performance Work Systems, Attributions, Justice, and Perceptions of Abusive Supervision: What’s the Tipping Point? Jeremy D. Mackey.
10: Propensity To Perceive Abusive Supervision: Development of an Affective Trait-Based Measure Paul Harvey and Frank Butler, and Jeremy Brees.
Section III: When HPWPs Become Abusive: Causes & Effects.
11 The Emergence of Dark Riders in High Performance Work Systems Laura E. Marler and Jerry Bryan Fuller.
12 The Dark Side of High Performance Work Systems: Implications for Workplace Incivility, Work-Family Conflict and Abusive Supervision Shaun Pichler, Beth A. Livingston, Enrica N. Ruggs, and Arup Varma.
13 Abusive Leaders or Master Motivators? "Abusive" is in the Eye of the Beholder Robert J. Bies, Thomas M. Tripp, and Debra L. Shapiro.
14: High Performance Work Systems and Abusive Supervision: The Influence of Organizational Structure Maureen L. Ambrose, Sharon Sheridan, and Marshall Schminke.
15 Understanding the High Performance Workplace: Future Directions Neal M. Ashkanasy, Rebecca J. Bennett, and Mark M. Martinko (Eds.)
The Series of the Society for Industrial and Organizational Psychology (SIOP)
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Launched in 1983 to make scientific contributions to the field, this series has attempted to publish books on cutting edge theory and research derived from practice in industrial and organizational psychology and related organizational science disciplines.
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