Background

The purpose of this study is to see if: (1) CWV predicts lower perceived relational price to dominance behavior; and if it does, (2) whether that is driven by high CWV underestimating the price, or low CWV overestimating the price.

In the last iteration, we found that, overall, people think dominance behavior results in a greater relational cost than it actually does. It’s true that this is especially driven by high CWVers, but we suspect that the overall sample might be off because they don’t have enough context about the relationship between the manager and the employee prior to the incident.

So, we asked another set of employees to describe incidents of managerial dominance at work. But this time, they also indicated: (1) some things about the relationship prior to the incident; (2) how typical the behavior is of the manager; and (3) more precisely indicated the short- and long-term consequences of the incident.

And now, we’ll see how people perceive these incidents and whether they can anticipate their impact.

Attention checks

There was an attention check. Just asking participants to select a certain point on the scale.

att_1 n
0 4
1 197

Great. 197 eligible.

Demographics

Race

race N Perc
asian 15 7.61
black 18 9.14
hispanic 10 5.08
multiracial 13 6.60
white 138 70.05
NA 3 1.52

Gender

gender N Perc
man 101 51.27
woman 95 48.22
NA 1 0.51

Age

age_mean age_sd
38.45685 10.91032

Education

edu N Perc
noHS 1 0.51
GED 41 20.81
2yearColl 27 13.71
4yearColl 81 41.12
MA 35 17.77
PHD 12 6.09

Income

Employment

employment N Perc
Full-time 165 83.76
Full-time, Student 1 0.51
Part-time 30 15.23
Unemployed 1 0.51

oh, I need to exclude the unemployed. Bummer.

We’re down to 196.

Measures: Worldviews and strategies

Competitive Worldview

1 = Strongly Disagree to 7 = Strongly Agree

1. It’s a dog-eat-dog world where you have to be ruthless at times
2. Life is not governed by the “survival of the fittest.” We should let compassion and moral laws be our guide [R]
3. There is really no such thing as “right” and “wrong.” It all boils down to what you can get away with
4. One of the most useful skills a person should develop is how to look someone straight in the eye and lie convincingly
5. It is better to be loved than to be feared [R]
6. My knowledge and experience tell me that the social world we live in is basically a competitive “jungle” in which the fittest survive and succeed, in which power, wealth, and winning are everything, and might is right
7. Do unto others as you would have them do unto you, and never do anything unfair to someone else [R]
8. Basically people are objects to be quietly and coolly manipulated for one’s own benefit
9. Honesty is the best policy in all cases [R]
10. One should give others the benefit of the doubt. Most people are trustworthy if you have faith in them [R]

Cronbach’s alpha = 0.79

Self-reported Strategies: Prestige

We’re now going to shift to some of your other experiences at work.

Please indicate the extent to which each statement below accurately describes you at work, using any of the points on the 7 point scale…

1 = Not at all to 7 = Very much

1. My peers at work respect and admire me
2. Others at work always expect me to be successful
3. Others do NOT value my opinion at work [R]
4. I am held in high esteem by those I know at work
5. I am considered an expert on some matters by others at work
6. My unique talents and abilities are recognized by others at work
7. Others seek my advice on a variety of matters at work

Cronbach’s alpha = 0.9

Self-reported Strategies: Dominance

We’re now going to shift to some of your other experiences at work.

Please indicate the extent to which each statement below accurately describes you at work, using any of the points on the 7 point scale…

1 = Not at all to 7 = Very much

1. I enjoy (or would enjoy) having control over others at work
2. I often try to get my own way at work regardless of what others may want
3. I am willing to use aggressive tactics to get my way at work
4. I try to control others rather than permit them to control me at work
5. I do NOT have a forceful or dominant personality at work [R]
6. Others know it is better to let me have my way at work
7. I do NOT enjoying having authority over other people at work [R]
8. Some people at work are afraid of me
9. Others at work do NOT enjoying hanging out with me

Cronbach’s alpha = 0.83

Measures: T2

We want to get your thoughts on the impact of the incident. As a reminder, this is what the employee indicated about the state of affairs prior to the incident (1-7 scales):

Relationship prior to incident: [rel_t1]
Liking of the manager prior to incident: [like_t1]
Compliance prior to incident: [comp_1]

Relationship

In your opinion, in the days after the incident, how good was the relationship between the employee and their manager? (1 = The relationship was extremely bad to 7 = The relationship was extremely good)

The red dotted line is the mean reported by the current sample. The black dotted line is the mean reported by the previous sample about the same descriptions.

Same as last time…

Liking

In your opinion, in the days after the incident, to what extent did they like or dislike their manager? (1 = They extremely disliked their manager to 7 = They extremely liked their manager)

The red dotted line is the mean reported by the current sample. The black dotted line is the mean reported by the previous sample about the same descriptions.

Compliance

In your opinion, in the days after the incident, to what extent did they comply with what the manager was seeking or requesting? (1 = They did not comply at all with how the manager wanted them to behave to 7 = They completely complied with how the manager wanted them to behave)

The red dotted line is the mean reported by the current sample. The black dotted line is the mean reported by the previous sample about the same descriptions.

Wow, they believed the employees were much less compliant than they actually were. Cool.

Exit behavior

In your opinion, in the days after the incident, to what extent did they wish to end the relationship with their manager (quit or transfer to another team)? (1 = They did not want to end the relationship at all to 7 = They completely wanted to end the relationship)

The red dotted line is the mean reported by the current sample. The black dotted line is the mean reported by the previous sample about the same descriptions.

Pretty accurate.

Measures: T3

Now, we are interested in your thoughts on the long-term impact of the incident. As a reminder, this is what the employee indicated about the state of affairs prior to the incident (1-7 scales):

Relationship prior to incident: [rel_t1]
Liking of the manager prior to incident: [like_t1]
Compliance prior to incident: [comp_1]

Relationship

In your opinion, in the weeks after the incident and onwards, how good was/is the relationship between the employee and their manager? (1 = The relationship was/is extremely bad to 7 = The relationship was/is extremely good)

The red dotted line is the mean reported by the current sample. The black dotted line is the mean reported by the previous sample about the same descriptions.

Same.

Liking

In your opinion, in the weeks after the incident and onwards, to what extent did/do they like or dislike their manager? (1 = They extremely disliked/dislike their manager to 7 = They extremely liked/like their manager)

The red dotted line is the mean reported by the current sample. The black dotted line is the mean reported by the previous sample about the same descriptions.

Compliance

In your opinion, in the weeks after the incident and onwards, to what extent did/do they normally comply with what the manager asked/asks them to do? (1 = They did/do not comply at all with what the manager asked/asks them to do to 7 = They completely complied/comply with what the manager asked/asks them to do)

The red dotted line is the mean reported by the current sample. The black dotted line is the mean reported by the previous sample about the same descriptions.

Dominance

We defined dominance with one of three definitions that were shown to the previous sample of participants.

How dominant was the behavior that you read about? (1 = Not at all dominant to 5 = Extremely dominant)

The red dotted line is the mean dominance reported by the current sample. The black dotted line is the mean dominance reported by the previous sample about the same descriptions.

Open response: Reaction

What do you think happened as a consequence to the manager’s behavior? Please describe the employee’s reaction to it.
added CWV scores to table below

CWV react
4.1 I think the crew was lost and not knowing what to do
3.9 They would not be trusted by all of their employees.
3.9 The employee was frustrated with the manager and probably did not do their job very well.
4.0 They seemed to be oddly accepting of not having being given a choice.
3.0 It strained the employee-manager relationship and thus was less successful and productive. It eventually lead to employee looking elsewhere and leaving, requiring needing a replacement.
2.7 i would think the employee would search for another job an leave this employer
2.8 I think the employee corrected their behavior and everyone moved on.
4.3 I think the manager was reprimanded by higher positions in the company.
4.0 I hoping they had a talking too. They probably needed a meeting ot better understand everything involved. I think overall the conversaiton sohuld be adressed sooner than later
2.9 Maybe they got disciplined or faced a lesser workload or hour cut. I think the manager treated them differently.
4.3 I think the employee definitely was more conscious of how they used their time but remained hurt and bitter towards the manager.
5.3 I think the employee probably became less motivated at work overtime. They probably performed at a similar level but over time grew more and more resentful. I imagine the employee thinking about changing jobs.
1.4 I think the employee would find it hard to be pushed around by the manager, but would have to temper that disagreement because they wouldn’t want to get fired.
3.2 the person just probably kept going on and doing their work
1.4 Probably nothing. I imagine the employee was frustrated and (hopefully) got a job with stable health benefits somewhere else.
2.0 I think the employee probably complied since they feared losing their job. I doubt the manager saw any consequences as it seems like keeping the job was the employee’s top priority. The manager probably didn’t view what they did as wrong.
2.9 Nothing. They know they wield power over the employee and there is not much the employee can do.
2.9 It was annoyance but they understood it wasn’t the manager’s decision.
2.6 The employee couldn’t do anything because there wasn’t enough people there on lines today, so they couldn’t do anything.
3.3 The workers started to dislike the manager. They also started to listen to him less and not follow his instructions.
1.6 I think employees would speak badly behind the managers back and would also be reluctant to do what was asked by the manager. I think they would have lost a lot of trust.
3.5 The employee most likely complied and went to the mandatory Saturday meeting for fear of consequence. However, they severely hurt their relationship with their subordinate as a consequence of it.
1.3 Personally, I would have filed a complaint against this manager. No supervisor should ever yell and kick a wall, even when he/she is correct in what they were trying to teach. This employee likely started looking for other jobs.
2.2 I think that the employee continued to do their job and mostly complied with the manager, but I do think the relationship between the employee and manager continued to decline. I do not think the employee likes the manager.
3.8 I think the manager probably needs to find a way and organize task management better so that the tasks are suited for the right people. Knowing the strengths and weaknesses of employees is very important.
3.7 The manager is forcing the employee to work extra and the employee may react negatively due to more work and could begin to purposely preform worse.
2.4 Employee no longer had respect for the manager. Most likely quit or performed lower on purpose.
1.6 Not respecting an employees time would not blow over smoothly for most managers. If it were me, my relationship and thoughts about this manager would diminish greatly.
2.0 The employee’s morale was way lower and they probably didn’t put in as much effort as they had previously.
2.0 I think the employee stayed frustrated, and tried their best to acquire new clients for the company. Whether they were successful or not i cannot say, but they probably held animosity to the behavior of the manager, especially if it was an ongoing threat.
3.8 The employee lost trust in the manager and now feels targetted and that is is unfair. The employee will do the bare minimum just enough to not get into troublel
4.3 I think the employee was annoyed and felt resentment for some time, but eventually just gave up for his own sake.
2.9 I don’t think there was any real, concrete consequence to the manager’s behavior. I think the employee may have become more cold and less friendly to the manager. The employee probably limited interactions with the manager to only those that were necessary.
3.2 I think the employee would lose even more respect for their manager and resent them.
3.4 They were happy to how it was done but from an employee standpoint it may have seemed like they were not able to find their own way
2.6 I hope the employees reported his behavior to superiors and he was reprimanded and no longer considered for the promotion. Hopefully he was fired and I bet the employees were relieved
3.5 I think its unlikely anyone of the person’s coworkers said anything. I doubt management did anything either. There was probably no accountability with the mangers behavior. I think this employee is looking for another job because it’s unlikely HR will do anything.
2.0 The employee would’ve gotten upset and started searching for new positions. They would’ve started putting out applications for a new job.
2.5 The employee probably got fed up with his behavior, realized it wouldn’t change or only get worse, and start making a plan to move on.
3.3 There was more than likely a discussion between the two parties, and the manager while listened still asserted his dominance.
3.0 I don’t think anything happened to the manager specifically. I think that it’s likely the employee carried on their work, but was frustrated about it and maybe a bit harder to work with.
2.1 Due to the managers reaction the employee was less likely to go above and beyond to try and get everything done.
1.6 I think the employee would be more fearful of their manager and feel more pressure to get the project done correctly.
2.4 I think the employee was probably very disgruntled, complied for a bit to make sure their hours didn’t get cut, and reported the manager to HR and/or quit their job.
3.0 The employee was taken aback at the lack of support by their manager. I hope the employee reported their manager. This is not appropriate for a work place relationship.
2.0 I think the person complied with the manager’s behavior because they typically comply with the manager’s behavior.
3.3 The employee felt like they were being bossed around, threatened and had no autonomy over their decision making. This led to feelings of anger, resentment and dislike towards the manager.
3.3 I think the employee learned to live with the situation and got on with her job. She might not have understood the manager’s demand, but she complied and everything worked out.
3.0 I think the manager was able to continue on with no severe consequences. Though they probably were not a fan or friend from their staff is this is how they treated them. I think not being able to work a double shift because of class is a valid reason.
2.2 The employee was disrespected and treated poorly (yelled at). The employee already did not like the manager and would likely be actively looking for new employment or a new position after this blatant disrespect. The employee would likely perform to a bare minimum until they found a better position.
2.2 It ruined the trust between the manager and worker. The worker probably started to find a new job.
3.2 My guess is there was a brief disruption to the trust and confidence employees had in the manager, but things more or less settled. Things would especially be good if the event went really well. I could see it being unsettling though, and I would imagine some would contact the manager’s superior to discuss the situation.
3.9 The employee’s reaction would really be against the manager as their actions would only annoy him more. The employee will always try to make the employer angry
2.6 The employee likely lost respect for the manager and now feels discouraged within their position at work.
2.5 The employee was angry and hurt. No one should be expected to work for free. The employee lost some of their motivation to excel in their job. Why should they work hard when the manager treated them with such callous disrespect? The employee thought about complaining to upper management and/or human resources.
3.1 I think the employee likely expressed their disappointment and things may have gotten tense between them for a short while. But I don’t think anything major would have happened.
2.7 I think the managers use of agression was off putting at first and on reflection with time to think about it the attitude of the employee towards the incident would get worse.
3.5 I would imagine the worker started to look for another job after the way their manager treated them and demanded work.
2.6 I do not think the manager got the promotion. I bet it was found out they were faking numbers.
2.0 I think they likely felt hurt and frustrated by what their manager said when they spoke up about needing more staff. It likely made them feel anger towards their manager for some time.
3.1 The employee completed the task at hand, although they were not happy about it.
2.8 I think that the employee understood that the situation was actually coming from above his manager, and empathized with that, but still did not like the fact that his manager acted poorly and unprofessionally in regards to this problem. It made the employee feel unappreciated and misunderstood
2.7 The employee no longer feels mutual trust and respect between them and the manager.
3.1 The employee asked to be transferred to a different department or team.
2.9 The employee was not supported in their choice to stay at the position they were at. The relationship with the manager was damaged due to the lack of support from the manager.
3.3 The employee probably went from wanting to do the job well to disliking and distrusting their manager. Why would the employee want to do a great job and go above and beyond for someone so disrespectful?
2.7 I hope the employee quit in response to the manager’s behavior. I would have been furious if that was my manager.
3.7 I think nothing happened to the manager, managers rarely face consequences. I also think that the employee was right to be mad to have a favor held over them.
2.9 The employee was probably really upset and went to their HR department to complain about how they were treated in hopes that this manager doesnt act this way to anyone else in the future.
3.9 It’s hard to say but I have to think asking employees to risk their jobs so you can get a promotion would be a very bad thing. Even writing this I was too easy on the boss.
2.5 I doubt anything happened to the manager. It seems that screaming is the norm for behavior and has been for a long time. The worker either deals with it or quits.
2.5 I think that the employee now liked their manager even less and felt bitter towards the manager. I think they probably felt resentful and did not give their best efforts at work.
3.7 I think the behavior the manager exhibited resulted in a decrease in morale within the organization.
2.2 The employee lost trust in their manager and might be more likely to only do the bare minimum at work
2.4 It seemed like the employee did not do what the manager wanted. I would assume that the employee quit. If not, the work relationship was probably very degraded by the manager forcing the employee to work on a holiday on which they had plans.
5.3 I think the consequence of the manager’s behavior is that the author came into work because they didn’t want to lose their job. However, this would cause strain between their relationship because arranging the care of a child is a serious family matter. The employee might believe that the manager does not have any sympathy or empathy for family life.
1.2 The employee liked the manager less and was compliant.
1.6 I would guess not much happened at all. The incident described by the employee was annoying but nothing too major. I would imagine that after a brief period of frustration and annoyance, things more or less went back to normal.
3.5 Two possibilities exist. Either this manager and most of the staff left due to staffing shortages, or the status quo continued because the manager and workers had no other opportunities. Everyone in the hotel restaurant will dislike the GM.
2.3 I think the employee would lose respect for the manager. Things might generally get smoothed over, but the employee will always have that in the back of their mind. They’ll likely disconnect from their job and look for other work.
3.2 I imagine that the manager was very rude to the employee and perhaps the employee quit or was fired for suspicious reasons.
2.7 Likely got written up by higher management or something else, the employee had a fair reaction to it given the situation and i feel a lot of people would react that way. the employee was definitly reluctant and didn’t really want to do the thing their manager wanted which i definitly can understand.
2.8 The employee’s moral was minimized. The employee lost respect and faith in their manager.
2.1 The employees may have complied with the managers direction, but some would have started looking for other jobs. The relationship between the manager and the employees was damaged as the manager portrayed themselves as someone to listen to not someone to work with. Employee productivity decreased and the employees are no longer emotionally connected to the company
2.9 As with most hierarchies, the manager got away without any punishment. A manager’s job is to think of the business first. Employees, ideally do the4 same, but due to pay discrepancies, feeling loyal to a job is hard unless a good working environment exists.
2.0 The employee lost his/her respect to the manager and their work relationship is now constraint.
3.6 Sometime manager behavior as based on a critical situation faced so manger will be sometime hard to faced a employee manager reaction is very difficult to handle at the situation created hard and soft so all the time will be changed a consequence of manager behavior
2.6 Due to the manager’s behavior, his employee now resents him and their work relationship will be a bit more difficult and hostile. The employee was miffed that the manager would make them do something not in their job description, and also seemed angry that the manager mentioned the fact that they did them a favor, and so they owed them.
2.5 I think the employee sought to improve his performance in the eyes of the manager while having negative feelings about it. I think this event completely transformed the employees experience into a more negative relationship moving forward. The employee is more likely to comply than to exceed at tasks going forward.
2.3 If the employee like their job previosly i think they wouuld have stuck it out in this job.
2.8 I think the employee felt that they had done the best they could and still got in trouble. I expect the employee was mad and might have resented their manager for how the manager treated them.
4.1 I think that the employee didn’t work and nothing happened because the manager knew they had no ground to stand on
3.8 the employee seem to be on the same frequency as the manager and would most likely do same, hence the increase in favorability
2.0 The Employee felt disregarded and respected and that hurt the level of relationship the two had.
3.5 I believe that the manager may have been written up because of how they downtalked the employee. I feel the employee would be happy with this outcome of the situation.
2.1 I would assume this employee would start looking for a new job or become passive aggressive in their relationship with their manager
1.9 I think the employee lost a great deal of respect for the manager. Their performance was negatively affected and the employee may have started searching for a new job.
1.6 They lost the trust and respect of their employees. Employees are probably less motivated to be productive.
2.0 I think the employee probably got an attitude with the manager but still completed the task that manager asked them to do.
4.2 The consequence to the manager’s behavior is that the employee was unhappy with the request and the employee did not like the manager as much as they used to.
2.1 I am guessing that, although disgruntled, the employee tried to meet their manager’s targeted numbers even though they were short-staffed.
3.8 My thoughts are that there was likely no consequences that arose from the manager’s behavior. This is not a situation where Human Resources could get involved. The conflict stems primarily from the manager’s style and practices, therefore, the employee will need to figure out a way for him/her to overcome it.
1.9 The person probably got annoyed but didn’t really have any long term affects.
3.5 I don’t think anything happened to the manager. I don’t think there was anything wrong with them asking the employee to do something out of their job scope - as an employee, it is their job to do what their manager tells them.
3.2 I think the employee would find the atmosphere changed between their manager and themselves. I believe the employee will behave in a very professional manager and they would question themselves about everything they do to see if they are following policy.
3.0 I don’t think anything happened, really. The employee didn’t like what the manager asked, but did it and went on with life.
2.7 I think that the employee liked the manager less and was less willing to work hard at their job because they knew their manager had threatened them. I think it’s also likely that they started to look for other career opportunities as well.
2.5 The manager was probably not disciplined by anybody from above. They lost any trust or respect that they previously had from this particular employee, which could then cause problems to spread as this employee discussed the issue with other employees.
1.9 I think the employee probably reevaluated how much they needed the job and how willing they were to let this manager have any control over their economic future. My guess is this employee looked for and found another job
2.7 the employee left the position with that manager an perhaps left the company
3.1 I think that the employee probably grew to really resent the manager. The Employee probably found more reasons overtime to be annoyed about the manager’s behavior.
1.6 The employee was probably written up and put on temporary probation.
3.9 I think that the employee felt that he/she cannot longer trust in the manager and just decided to do work as he/she was told. However, I believe the respect the employee had for the manager was done. The relationship was more of employee to manager and nothing else.
3.2 They ended up creating a horrible relationship between the staff and themselves because of how they went about things.
3.1 I think the employee will like the manager less. But they know they have to comply.
2.2 Since they already were disliking the manager this incident probably made things worse. Manager has right to fix their behaviors but should have gone it a better way. Should have came at as a way have helping employee improve rather than saying their doing it wrong.
2.8 I don’t believe there was any consequence to the managers behavior. And the employee’s reaction was appropriate considering it was not much notice for a so called mandatory meeting
2.5 In reaction to the incident, I think the employee was less likely to comply with what the manager wanted. While the employee said they were a 7 on the compliance level beforehand, the manager disregarding the employee’s time and their inability to take on more work when their subordinate needed time off would in my opinion make the employee less likely to care about their job resulting in less efficiency/compliance.
3.2 The employee was frustrated with their manager. Their relationship suffered but only very slightly, assuming this was a one time occurance.
2.3 they lost some ground regarding what the employee thinks of them
2.8 I think that the employee probably started to resent the manager, trying to avoid them or feeling anxiety if not able to, and possibly even looking for a new job
2.0 I believe the employee started looking for another job.
1.7 I imagine that the employee, who already did not have a great relationship with the manager, only liked them even less. I imagine they felt soured by the fact that up until that point they had completely complied with the manager’s wishes, only to be made to feel bad for taking time off, and felt less inclined to completely comply.
4.7 I think it embarrassed the employee. It made the employee feel powerless and probably felt like the manager was trying to put and keep them in their place
3.0 I believe it definitely broke their relationship. The employee felt belittled and controlled and most likely lost respect for his overbearing boss. It probably made the employee feel less significant and valued than he did prior to that.
1.9 I dont think anything happened to the manager for their behavior. The employee was probably annoyed at the fact that nothing happened.
2.8 I think that the manager lost respect from the other employees after asking them to fudge the reports. I think that they felt like they coud get in trouble as a result of someone’s actions.
4.0 Well it could only be negative as employees were most likely feeling bullied into doing some shady stuff. This would make anyone want to quit or find another team. The people who stay on are most likely doing out of necessity, until they find something better.
2.5 I think the management talked to the manager about his behavior as well as scheduling expectations. There may have been a warning or other light discipline and I think the employee didn’t like it
2.1 I think the manager let go of his job and another person got put in his job .The employee felt very very relieved and wanted to come to work every day after that.
2.3 I think the employee came in to work, but he was not friendly towards the manager. He performed his work because he is dedicated to doing his best, but I would guess he began looking for another job.
2.7 The employee try to avoid interaction with the manager as much as possible, also he/she looks for another job to leave the company since it was not ethical thing to be done.
1.9 The employee lost respect for the manager and did not want to do their best job for the manager anymore.
3.0 I’m guessing that the employees did what the manager wanted because they didn’t want to get fired. The employee was not happy but didn’t want to lose their job.
2.5 If they did not get fired, the employee probably started looking for another job as it could not count on a similar incident happening again. The employee probably continued to comply with the manager as they had done up to that point, but the relationship would have been extremely deteriorated.
2.3 Unless the employee decided to quite, I suspect the employee was disheartened, unmotivated, and generally hating work. With all that, given that the employee already disliked the manager, yet they answered that that they were completely compliant with the manager’s instructions and directives, I suspect that there wasn’t much change. The employee still probably followed all the rules and decisions put forth by the manager - they probably really need the job, as they have children at home a family to support. So, I’m guessing the employee was still compliant, though they were likely hating the manager and the job more than ever. I’m guessing that their productivity lagged, and they were often in a bad mood at work. That’s just not a sustainable model. It’s also quite likely that the employee was taking out their frustrations by talking to other employees - especially about how unfairly they were treated. It won’t be surprising if the manager catches wind of that talk.
2.7 I would hope that the employee did not cover the shift. I went to class. It was very clear with the commitment was. I understand the manager asked them to stay, but doesn’t necessarily mean you have to. There’s probably some tension for a while, but the manager was clearly in the wrong. The threat of a poor review should not have been made.
2.7 I understand the employee’s reaction because I have been in a similar situation. I think the employee tried to follow the manager’s instructions as best they could but they did not feel good about it and there will always be some ill feelings from the employee and they would probably complain a lot.
3.1 Time off requests are so important to people, so if they were not granted the request, I would imagine that they would be angry and probably very dissatisfied with their manager. Possibly engage in some work slow down or just do the bare minimum.
4.6 I don’t think there were too many consequences as the manager was only doing what was good for business and the relationship between the employee and the manager was considerably good, so the employee should be able to see the point of view and comply with the instructions of the manager.
2.8 I think as a consequence, the employees reported the manager’s behavior to a higher ranking employee. I also think that the employees started to greatly dislike their manager.
3.3 The employee propably never felt the same way around the manager after such a threatning thing to say from the manager. The employee must of felt pressured into doing things he can’t do and willl probably feel the same way everytime they work with that manager
1.7 I think it put a wedge in their relationship. The employee tried to meet the quotas, but struggled. Perhaps the employee started looking for a new job.
3.9 The employee probably complied but felt resentment about the whole incident. This is likely not the first incident and the feelings have likely been there for some time.
3.9 The employee perception towards the manager changed a little bit
1.4 I believe that the employee no longer favored the manager due to his or her behavior. Production for the employee was carried out without love or feeling. Work from employee became no longer a thoughtful job but a debilitating task.
1.4 They probably are going through an extra amount of stress each day at work and avoid their supervisor whenever they can. They would not give it their all when working.
2.8 I think the working relationship continued to deteriorate, and the employee has become even more resentful of their manager, and is possibly looking for a new position in the university.
1.7 Most likely the employee submitted and did what they were asked, otherwise they could lose their job, not be able to pay their bills, and wind up homeless. You don’t fight back against the slave master.
4.9 The employee followed the manager’s request on procedure, but from that point over did not trust or like the person. They probably looked for a way out of the job as soon as possible.
2.1 The employee felt like they were taken advantage of by being told to work and not asked. They did what was demanded of them but there was a huge resentment. Since the manager was not well liked to start with, I think the employee starting searching for another job.
2.6 I think the employee was very quiet and did his job. The demands were impossible and even though the employee tried, it was not met. The employee was not fired, but probably yelled at again. From this point on, the relationship between the two has been perminately hurt.
2.5 The employee undoubtedly was upset by this scenario, and likely took this issue up with someone higher up in the company to let them know about the manager being unprofessional and rude.
2.5 The employee’s reaction may include feeling pressed to go through the new training and potentially being miserable with the manager’s behaviors.
4.0 In my opinion, after the manager was using hostile tactics to get his point across, the employee wanted to get out of the situation.
4.0 I think the manager had an ill intent towards me because he could have just corrected me using words of mouth instead of acting aggressively
2.4 I think the employee started to feel bad about the manager and started doing things to frustrate the manager. I think the relationship went bad and it affected their overall output on the job.
2.4 The employee probably felt slighted. Not enough to complain but enough to just go “ok” kinda clock out and move on. I imagine this is not someone that would be willing to come in last minute to cover someone else when needed. I also imagine that this is not someone who would be willing to grow into a larger role like shift manager in the future under that manager.
4.6 It is only a matter of time before this employee leaves this job for another, more accepting form of employment. From the time of the incident, the employee has been looking for other work. Or the employee may only be waiting for the manager to go too far and be fired.
3.3 Given the limited information I received, I can only really guess. I would guess that the person who wrote about their manager listened to what they were apparently doing wrong and adjusted accordingly. I would then assume that upon seeing this, the manager would be appreciative and thank the employee for doing what they asked. After the incident, after some time had passed, I would think their relationship would still be pretty good. The employee might change their opinion of the manager in the moment, but I would guess that it would slowly heal and go back to what is was, or at least close to it. But again, this is all a guess. The manager could’ve continued acting like that, and then the employee’s opinion of the manager would change permanently. Who knows.
1.6 As a consequence to the manager’s behavior the employee’s opinion of them likely shifted more negative. Whereas before their working relationship was more positive than negative it probably worsened. They didn’t like their manager that much before and it at best stayed that way and likely their opinion was worse.
2.7 The relationship the employee had with the manager was already bad. As an employee not being heard and being yelled at would only sever the only respect you have for them.
2.3 I think that the employee distrusts the manager. Prior to this incident, the employee respected the manager. Now, the employee has little respect for the manager.
2.1 I think that the employee had less respect for their manager since they had a good relationship with them previously, but that interaction showed them another side to their personality that is rude.
2.1 they hurt the relationship with the employee trying to be pushy and demanding. leave people where they are happy
3.7 The manager removing the tool forcefully from the employee’s hand was totally uncalled for. I feel the manager might have been correcting the employee for a long time but they’re not taking yield and he was frustrated enough to do that. The employee would of course feel embarrassed and angry cause no one likes to be shout at like that
2.2 I think the manager tried to make the employee comply and did not consider another option for the employee. As a consequence of the manager’s demands, then the employee felt forced to comply. The employee’s reaction was normal. This was an odd day to make employees work and handling it remotely seemed like an effective option as the employee expressed. Therefore, the employee seemed hurt by the manger’s actions.
1.4 I think the employee no longer trusted or respected the manager, and wanted nothing more to do with them.
4.2 I think a consequence of the manager’s behavior is that the employee might feel undervalued by the manager and as a result begin to dislike the manager.
2.4 The manager probably would have quit. Working at a place where you dont have the support of a manager really sucks
3.2 The employee just looked at their manager less favorable because of their behavior. The employee no longer feels as warm as they once did towards the manager.
3.0 I think the relationship between the employee and the manager is irreparable after this incident. The employee was upset and felt attacked and threatened.
1.6 I believe that due to the manager putting work before their employees own needs and prior commitments, they begin to lose respect for their manager, since it seems the manager never respected them and their needs anyways.
4.0 The manager should be queried for such action against the employee. His actions must have a punishable consequence in order for the employee to feel save in the working environment. Trainings should be conducted in intervals in order for the manager to know how employees should be treated.
2.8 I think the relationship between the employee and the manager got bad. The employee would dislike working with the manager.
1.7 I think that as a result of the employee’s resentment with the manager, that he ended up reporting the manager after this event between them, and the manager received disciplinary action for his behavior from the company’s higher authorities. The employee would also get transferred to report to another manager afterwards where hopefully a more positive relationship will form between them.
1.7 The employee was unhappy with their job and was looking for another job. The employee had an argument with their supervisor and complained to coworkers about their supervisor.
2.4 I am sure the employees complained about the manager and the manager was disciplined. I feel as though the employees think the discipline would not have been harsh enough.
1.3 The employee didn’t feel positive about future relations with the manager. They anticipated that they would be other instances where the manager would demand that the employee would work overtime or on the weekend with no choice to say no. In other words, they didn’t feel the manager would respect the employee’s right to have a good work-life balance. They also suspected that the manager wasn’t doing their job well if they always had to demand that their employees work on the weekend without being able to say no to the manager’s demand.
2.4 I think they slowly but surely went back to the way they felt about their manager, but for a short time, they had a slight dislike to them and behaved in a way that showed they were still annoyed.
3.7 I think the employee lost some respect they previously had for the manager after the incident. I think the employee started viewing the manager in a more negative light as a consequence to the manager’s behavior.
2.7 Employees may have felt uncomfortable and pushed since the manager wanted the team to falsify sales statistics for his promotion. The consequence might be a lack of faith in the boss, and employees may have been concerned about the impact on their existing positions.
1.0 The employee felt less motivated to work harder to seek advancing approval from the manager. Instead they increasingly felt motivated to self-propel their work attitude, behavior and responsibilities to outperform the manager and gain notice from higher-up management in preparation for upcoming openings/ opportunities to advance without relying on help from the manager.
2.6 That employee may have complied that time, but they likely are not going to go above and beyond.
3.6 They ended up getting someone else to do the work and ended up them getting the promotion instead of the other person.
2.5 I think the person will quit and find a new job.He will find a manager who is much nicer to him.
4.1 The manager behavior was inappropriate. Manager responsibility is to inform and communicate detailed information to the employee but he failed to pass the information accurately and also he blamed employee for his mistakes. This behavior indicates lack of communication and support from manager’s end
2.9 The employee was probably upset with the manager and therefore held a grudge against him. He probably was less efficient and less engaged at work. He probably also started looking for another job.
2.6 I think the employee was annoyed and knew the employer was in the wrong so I think he didn’t respect him as much and was not as happy overall.
3.1 I believe that the employee would probably feel disdain for the manager and the overall position they have at the company, They may regret their decision to continue working there.
2.6 In the immediate days coming after the incident, the employee probably would have more negative feelings toward the manager and may less comply to the manager’s suggestions. However, the feelings would resolve itself as time goes by, so the employee most likely would react the same as prior to the incident.
3.1 The manager either fired the employee, or wrote them up. The relationship after this incident, between the employee and the manage, was very damaged. Maybe at some point if one of them gives in, they can become amicable again. But usually the relationship is damaged, and most likely cannot and will not be salvaged at this point.
2.5 The employee probably became more defiant at work. It seems like it was a threat.
2.3 Well since the employee was already not very happy in their manager situation, I would imagine they likely started to think about looking for a new job, or even actively began looking for a new job. While also just doing the bare minimum at work to get by.
2.0 I think the relationship was damaged and communication got a lot worse between the manager and employee. The scoring would have gone down. I don’t think the manager faced any consequences.
2.8 Reduced productivity: The employee may feel demotivated and undervalued, decreasing morale and job satisfaction.

Measures: Own reaction

If you were the employee in this situation, how would you react?

As a reminder, here is the description of the manager’s behavior:

[DESCRIPTION OF INCIDENT]

Relationship

If you were the employee, in the days after the incident, how good would be the relationship you have with your manager? (1 = The relationship would be extremely bad to 7 = The relationship would be extremely good)

Liking

If you were the employee, in the days after the incident, to what extent would you like or dislike your manager? (1 = I would extremely dislike my manager to 7 = I would extremely like my manager)

Compliance

If you were the employee, in the days after the incident, to what extent would you comply with what the manager was seeking or requesting? (1 = I would not comply at all with how they wanted me to behave to 7 = I would completely comply with how they wanted me to behave)

Cool distribution.

Analysis

Correlations

Linear model: CWV -> Relational expectancies (T2)

(#tab:unnamed-chunk-29)
Predictor \(b\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 1.67 [1.01, 2.34] 4.97 194 < .001
CWV 0.28 [0.05, 0.50] 2.39 194 .018

Fixed effects model 1

Long format. CWV is the main predictor. Relationship (T2) is the main outcome. Binary variable of sample (1 = current; 0 = original) in interaction term with CWV. Original description as a fixed effect.

(#tab:unnamed-chunk-30)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 3.38 [2.92, 3.84] 14.49 30.57 < .001
CWV \(\times\) Current sample -0.30 [-0.37, -0.23] -8.45 362.32 < .001

Fixed effects model 2

CWV is the main predictor. Difference between current relationship (T2) and original relationship (T2) (current minus original rating) is the main outcome. Original description as a fixed effect.

(#tab:unnamed-chunk-31)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept -1.56 [-2.32, -0.81] -4.07 135.89 < .001
CWV 0.18 [-0.03, 0.40] 1.68 173.40 .095

Linear model: CWV -> Liking expectancies (T2)

(#tab:unnamed-chunk-33)
Predictor \(b\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 1.41 [0.78, 2.03] 4.46 194 < .001
CWV 0.26 [0.04, 0.47] 2.39 194 .018

Fixed effects model 1

Long format. CWV is the main predictor. Liking (T2) is the main outcome. Binary variable of sample (1 = current; 0 = original) in interaction term with CWV. Original description as a fixed effect.

(#tab:unnamed-chunk-34)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 2.69 [2.24, 3.14] 11.69 30.81 < .001
CWV \(\times\) Current sample -0.17 [-0.24, -0.10] -4.74 362.37 < .001

Fixed effects model 2

CWV is the main predictor. Difference between current liking (T2) and original liking (T2) (current minus original rating) is the main outcome. Original description as a fixed effect.

(#tab:unnamed-chunk-35)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept -1.07 [-1.85, -0.28] -2.66 112.41 .009
CWV 0.16 [-0.05, 0.37] 1.45 171.47 .148

Linear model: CWV -> Compliance expectancies (T2)

(#tab:unnamed-chunk-37)
Predictor \(b\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 3.89 [3.14, 4.63] 10.24 194 < .001
CWV 0.01 [-0.25, 0.26] 0.05 194 .962

Fixed effects model 1

Long format. CWV is the main predictor. Compliance (T2) is the main outcome. Binary variable of sample (1 = current; 0 = original) in interaction term with CWV. Original description as a fixed effect.

(#tab:unnamed-chunk-38)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 5.13 [4.76, 5.50] 27.11 35.22 < .001
CWV \(\times\) Current sample -0.39 [-0.48, -0.30] -8.73 363.08 < .001

Fixed effects model 2

CWV is the main predictor. Difference between current compliance (T2) and original compliance (T2) (current minus original rating) is the main outcome. Original description as a fixed effect.

(#tab:unnamed-chunk-39)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept -1.35 [-2.32, -0.38] -2.72 119.59 .007
CWV 0.01 [-0.26, 0.28] 0.08 171.96 .940

Linear model: CWV -> Relational expectancies (T3)

(#tab:unnamed-chunk-41)
Predictor \(b\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 2.13 [1.47, 2.79] 6.37 194 < .001
CWV 0.20 [-0.02, 0.43] 1.75 194 .081

Fixed effects model 1

Long format. CWV is the main predictor. Relationship (T3) is the main outcome. Binary variable of sample (1 = current; 0 = original) in interaction term with CWV. Original description as a fixed effect.

(#tab:unnamed-chunk-42)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 3.62 [3.18, 4.07] 15.95 30.77 < .001
CWV \(\times\) Current sample -0.30 [-0.37, -0.23] -8.47 362.33 < .001

Fixed effects model 2

CWV is the main predictor. Difference between current relationship (T3) and original relationship (T3) (current minus original rating) is the main outcome. Original description as a fixed effect.

(#tab:unnamed-chunk-43)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept -1.35 [-2.13, -0.58] -3.44 118.12 < .001
CWV 0.13 [-0.08, 0.34] 1.19 171.85 .234

Linear model: CWV -> Liking expectancies (T3)

(#tab:unnamed-chunk-45)
Predictor \(b\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 1.50 [0.81, 2.18] 4.31 194 < .001
CWV 0.36 [0.13, 0.60] 3.04 194 .003

Fixed effects model 1

Long format. CWV is the main predictor. Liking (T3) is the main outcome. Binary variable of sample (1 = current; 0 = original) in interaction term with CWV. Original description as a fixed effect.

(#tab:unnamed-chunk-46)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 3.28 [2.84, 3.72] 14.63 31.11 < .001
CWV \(\times\) Current sample -0.24 [-0.31, -0.17] -6.38 362.37 < .001

Fixed effects model 2

CWV is the main predictor. Difference between current liking (T3) and original liking (T3) (current minus original rating) is the main outcome. Original description as a fixed effect.

(#tab:unnamed-chunk-47)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept -1.55 [-2.35, -0.76] -3.83 132.85 < .001
CWV 0.24 [0.02, 0.47] 2.13 173.14 .035

Linear model: CWV -> Compliance expectancies (T3)

(#tab:unnamed-chunk-49)
Predictor \(b\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 4.15 [3.43, 4.87] 11.37 194 < .001
CWV -0.08 [-0.32, 0.17] -0.62 194 .539

Fixed effects model 1

Long format. CWV is the main predictor. Compliance (T3) is the main outcome. Binary variable of sample (1 = current; 0 = original) in interaction term with CWV. Original description as a fixed effect.

(#tab:unnamed-chunk-50)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept 5.16 [4.82, 5.50] 29.58 36.68 < .001
CWV \(\times\) Current sample -0.40 [-0.49, -0.31] -9.01 363.42 < .001

Fixed effects model 2

CWV is the main predictor. Difference between current compliance (T3) and original compliance (T3) (current minus original rating) is the main outcome. Original description as a fixed effect.

(#tab:unnamed-chunk-51)
Term \(\hat{\beta}\) 95% CI \(t\) \(\mathit{df}\) \(p\)
Intercept -1.19 [-2.15, -0.23] -2.43 124.45 .016
CWV -0.05 [-0.32, 0.22] -0.36 172.51 .717