Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning

Babalola, Mayowa T., Ren, Shuang, Ogbonnaya, Chidiebere, Riisla, Katrin, Soetan, Gbemisola T. and Gok, Kubilay 2020, Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning, Human Relations, no. Online First, doi: 10.1177/0018726720978687.

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Title Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning
Author(s) Babalola, Mayowa T.
Ren, ShuangORCID iD for Ren, Shuang orcid.org/0000-0002-8768-8447
Ogbonnaya, Chidiebere
Riisla, Katrin
Soetan, Gbemisola T.
Gok, Kubilay
Journal name Human Relations
Issue number Online First
Total pages 25
Publisher SAGE Publications
Place of publication London, Eng.
Publication date 2020-12-04
ISSN 0018-7267
1741-282X
Keyword(s) insomnia
perceived competitive climate
supervisor bottom-line mentality
thriving at work
trait competitiveness
Summary 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.
Language eng
DOI 10.1177/0018726720978687
Indigenous content off
Field of Research 1503 Business and Management
1608 Sociology
1701 Psychology
HERDC Research category C1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2020, The Authors
Persistent URL http://hdl.handle.net/10536/DRO/DU:30145925

Document type: Journal Article
Collections: Faculty of Business and Law
Department of Management
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