Revisiting the Dichotomy between Abusive Supervision and Work Performance of Subordinates in Private Organizations in Kenya: An Empirical Search for Correspondence between Theory and Practice

Abstract

This systematic and empirical review attempted to expand the frontiers of knowledge on abusive supervision against employee performance using private sector as a case sample. Using no mediating model between X and Y, the study focused on the assumed and observable linearity between the two variables under investigation whilst using available quantitative and qualitative data as point of reference. Hypothetically, it is assumed that, abusive supervision has a negative correlation with employee performance across organization. This kind of reasoning is guided by observable longitudinal data, feelings and opinions drawn from various categories of individuals over time. Important to note, is the fact that, these observations are in conflict with many research works and reports whose conclusions seem to suggest that abusive supervision has a direct positive causal impact on employee performance. This empirical review is borne out of this contradiction as an attempt to contribute to the ongoing debate and systematically direct reasoning to the desired end. A statistically selected sample of 80 respondents from 101 total population was drawn from 10 private organizations across Kenya for quantitative data and a team of key informants (10) one from each organization was selected for interviews. A mixed method approach was adopted which gave birth to descriptive statistics and thematic approach for analysis. A casual path linking the supervisor mindfulness, supervisor hostility, supervisor attitudes and organizational leadership structures was established. Supervisor hostility and attitudes negatively affected employee performance in the private sector organizations whilst supervisor mindfulness and organizational leadership structures positively affected employee performance in the same context. Important to note is that, although the associations between perceptions of abusive supervision and employee performance appear to be universally negative, the magnitude of the relationship between perceptions of abusive supervision and employee performance varies according to the study design, context, culture and timing. Great need is sought to continuously harmonize the synergy between theory and practice for the future of the practitioners rests entirely on this evaluation.