The Effect of Destructive Supervisory Behaviors on Knowledge Sharing on the Role of Mediator of Emotional Exhaustion and the Moderating Role of Organizational Justice

Document Type : Research Paper

Authors

1 MSc., Department of Business Management, Attar Institute of Higher Education of Mashhad, Iran

2 Assistant Prof., Department of Management, Attar Institute of Higher Education, Mashhad, Ira

3 Ph.D. Candidate, Department of Public Administration, Faculty of management, Kharazmi University, Tehran, Iran

Abstract

Objective:To investigate the effect of supervisory destructive behaviors on knowledge sharing concerning the mediating role of emotional exhaustion and the moderating role of organizational justice among the employees of the power company in Mashhad.
Methods: The following research is a descriptive-survey methodologically and applied research in terms of purpose. The statistical population of this research was the 150 employees of the Mashhad city power company who were selected by simple random sampling method. To collect the data, a questionnaire was used and SPSS and Smart-PLS were used to analyze the information for testing hypotheses.
Results: Supervisory destructive behaviors have a positive effect on emotional exhaustion (t=10.357) and negative effect on knowledge sharing (t=4.164) and emotional exhaustion on knowledge sharing (t=3.202). It has also been found that emotional exhaustion mediates the effect of supervisory destructive behaviors on knowledge sharing (z=3.059) and organizational justice moderates the effect of supervisory destructive behaviors on knowledge sharing (T=2.231).
Conclusion: The results of this research emphasize that although many companies always have policies and procedures to inspire employees to share knowledge, for example, through developing a knowledge-sharing culture or knowledge management tools, all of these procedures and policies will fail as long as supervisory behavior is destructive and inaccurate. Therefore, organizations should be aware of the importance and consequences of destructive supervisory behaviors that can prevent employees from establishing quality relationships with supervisors and sharing knowledge.
 

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References

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Journal of Public Administration
Volume 11, Issue 2
2019
Pages 339-354

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