The darkside of coworker support: the case of bottom-line mentality

Purpose The purpose of this study is to investigate the effect of supervisor bottom-line mentality on subordinates’ frustration and subsequent attitudes (turnover intention, affective commitment and job satisfaction) and the moderating role of coworker support. Design/methodology/approach The proposed model was tested using a sample of 194 full-time working executive MBA students in the United States of America through a two-time point-paired survey. Findings The moderated-mediation using PLS-SEM indicated that supervisor bottom-line mentality is positively associated with subordinate frustration, which in turn increases turnover intention and reduces affective commitment and job satisfaction. Taking a competing hypotheses approach for the moderating role of coworker support, findings indicated that coworker support exacerbated (i.e. worsened) the positive relationship between supervisor bottom-line mentality and subordinate frustration. Practical implications Managers should pay close attention to the potential negative consequences of supervisor bottom-line mentality, especially in a culture where coworker support is nurtured and valued. That is, coworker support can worsen employee frustration caused by supervisor bottom-line mentality. Originality/value This study is among the first to examine how employee frustration mediates the dysfunctional relationship between supervisor bottom-line mentality and the employee attitudes of turnover, affective commitment and job satisfaction. In addition, this study illuminates a potential darkside of coworker support as it can intensify the relationship between supervisor bottom-line mentality and employee frustration, thus enriching the literature in both bottom-line mentality and social support.