RECD: April 2024a
Background
This is a preregistered replication of RECD: March 2024d. In the previous iteration (April 2024), we did two things wrong: we did not include an open-end question right after the description to make sure the participants are focused on the impact of the manager’s behavior; and we counterbalanced CWV and the description+reaction. This time, we included the open-end question and set the order to description first, CWV second.
Preregistration
Hypotheses
- Competitive worldview will be positively associated with perceived
relational benefit from managers’ dominant behaviors (i.e., those higher
in competitive worldview will perceive fewer relational costs to
dominant behaviors).
- Competitive worldview will be positively associated with
self-reported hypothetical dominant behavior as a manager.
- The relationship between competitive worldview and self-reported hypothetical dominant behavior as a manager will be at least partially explained by perceived relational benefit from dominant behaviors.
Design
In a correlational design, participants will: (1) answer questions
about an instance of dominant behavior; and (2) complete a measure of
competitive worldview.
In the former, they will read one of 23 descriptions of dominant
behaviors. We previously asked part- or full-time employees to describe
a time in which their manager behaved dominantly towards them in an
attempt to get them to do something at work. Our criteria for these
descriptions were: (1) that they describe a specific incident (rather
than overall demeanor); (2) that the behavior was intended to get them
to comply with something; and (3) that the behavior was dominant. See
Materials file for all descriptions.
Participants of the current study will estimate the impact of this
behavior on the relationship between the employee and the manager, the
employee’s compliance with the request, and the employee’s desire to
quit or exit the relationship in any way. They will also be asked to
indicate the likelihood that they would behave like the manager did in
the description, if they were the manager trying to get their employee
complete the task at hand.
Analysis plan
- Fixed Effects Model #1: Perceived relational benefit as the outcome
variable; competitive worldview as predictor; original description as
fixed effect; race, gender, income, education, and age as control
variables.
- Fixed Effects Model #2: Intentions of dominant behavior as outcome
variable; competitive worldview as predictor; original description as
fixed effect; race, gender, income, education, and age as control
variables.
- Fixed Effects Mediation Model: Intentions of dominant behavior as outcome variable; perceived relational benefit as mediator; competitive worldview as predictor; original description as fixed effect; race, gender, income, education, and age as control variables.
Attention checks
There were two attention checks. One was Just asking participants to select a certain point on the scale.
| att_1 | n |
|---|---|
| 0 | 7 |
| 1 | 294 |
The second was the open-end response. We preregistered we’d exclude any reaction that would be irrelevant to the description they just read.
| PID | react |
|---|---|
| 1 | I think the employee decided to try and clean the rooms faster so he/she could keep their job. |
| 2 | Mananger might have been reported to HR and fired or moved |
| 3 | If the employee didn’t even speak to the manager, I imagine there were no repercussions |
| 4 | sounds like the manager was getting more involved in the employees work and starting to look at it more closely. it also sounded like the manager threatened the employee, saying she cant make the manager look bad which is not ideal |
| 5 | What happened as a consequence of the managers behavior is that he may have lost an employee and more over possibly have HR called on them. The employee felt threatened which is cause for an HR review |
| 6 | I think the employees were fearful of upsetting the manager. They were motivated by fear of punishment rather than achieving success. |
| 7 | I think the worker was disenfranchised and probably disconnected from work as a result of being treated this way. |
| 8 | I feel the manager lost the respect of his employee, considering the language used to describe him/power trip, but the employee was also likely yelled at or publicly rebuked. |
| 9 | I imagine the employee felt annoyed and attacked. They might have tried to stand up for themselves but probably ended up trying to appease the manager. |
| 10 | The manager’s behavior likely led to decreased morale and trust. The employee felt stressed and disrespected. |
| 11 | I think there were no conseuqences for the manager’s behavior and that it made the employee upset and feeling powerless |
| 12 | I think the employee found the pictures the manager wanted. It seems like they personally disagreed, but did what the boss said. |
| 13 | I think the employee is turned off by the manager behavior and dominance. He probably doesnt give a damn about his job anymore |
| 14 | It looks to me that the employee probably put up with the manager’s behavior. I doubt he or she reported it to the top-level and I doubt he/she quit. |
| 15 | I dont believe there were any consequences for the managers behavior. The employee’s reaction to that was frustration and anger. |
| 16 | I believed nothing happened to the managers behavior since he was following a clients very specific detailed oriented instructions. |
| 17 | Employee’s probably lost their motivation and didn’t want to be there anymore. They probably also lost some respect for the manager |
| 18 | I think the manager didn’t face any repercussions because the employee felt that they couldn’t report their actions to anyone. |
| 19 | I think the employee probably did the work, knowing that their job depended on making the terrible manager happy. The manager got promoted and made more money because their were able to get extra work done while not increasing the budget. |
| 20 | I think there were negative consequences to the manager’s behavior. I feel that the employee was very unhappy and eventually quit. The manager’s behavior was unacceptable and demoralizes the team. |
| 21 | I think the employee probably went to HR despite the manager’s warning. The manager’s behavior was unethical and just morally wrong to expect this out of a pregnant woman and then make threats. The manager should be fired. |
| 22 | I think it’s likely the employee reported the incident to someone, perhaps in HR. I doubt the manager faced serious consequences, however. |
| 23 | I think the employee was unhappy with the manager’s request to do extra work, potentially without being compensated. Usually employees can’t decline requests like that, though, even if they’re tired and already busy. |
| 24 | I think the employee tried to work faster at cleaning the room. |
| 25 | I think that the employee was probably frightened and intimidate, and lost a great deal of trust in the manager as a result of this behavior. |
| 26 | I believe the employee did a poor job of cleaning an area nearby since they felt like the manager’s way of asking them to complete the task was unnecessary and over-the-top. The employee complied out of fear of retaliation rather than a desire to show their responsibility at their job. |
| 27 | The employee probably felt awkward and uncomfrotable and wanted to leave working there after that. |
| 28 | I think this made the employee a bit frustrated with the bosses behavior and the employee will continue to act willfully according the the beliefs that they have until the point that the boss may or may not pull the employee into the office and tell them that there is a certain way that we do things around here. |
| 29 | I’m hoping the employee improved their performance and started cleaning the rooms faster. |
| 30 | i think the employee filed the wrong thing with the court which ultimately affected her credibility, and the managers, and put her in an uncomfortable situation in both the court and her office. |
| 31 | I think the employee never sat on that chair again. I think the employee was embarrassed to be called out and wanted to leave the room with the manager very quickly. |
| 32 | Employees were less interested and frustrated. When having meeting you have to be friendly and talk to people nice. Be welcoming |
| 33 | It is not fair to do that. The employee is already busy with their own tasks. It is not fair dump additional tasks. Employee is right about not accepting the job. |
| 34 | Not sure why the owner had to reimburse in the first place. The owner has a right to make decisions and the employee can quit and move on. |
| 35 | He lost the respect of his worker. He acted like a control freak. |
| 36 | If they agreed to complete additional duties, some could have been done incorrectly due to fatigue. |
| 37 | i think the employee was discouraged and felt like their hands were tied in this situation |
| 38 | I think the person got talked to about their behavior. I do not think the behavior will change though |
| 39 | I think they were wrote up over the situation and may be losing their job because of it. |
| 40 | I’m confused with the question. The manager’s behavior didn’t have consequences, they told the employee they would be fired if they didn’t clean their rooms faster. The employee’s actions have consequences. |
| 41 | surprised and taken aback in what she said about the work |
| 42 | The manager talk down on them as if they was a child. The employee felt like what they do gets pinpointed more than the other employees. |
| 43 | I hope they were reprimanded and HR clarified that their actions were discriminatory. As an employee I would be happy that the situation was follow up on and the manager was held accountable. |
| 44 | I think that the manager was most likely reported to HR and her and the employee will have to reconcile their issues. |
| 45 | The employee is displeased and may not continue to help the manager on the that particular project |
| 46 | I don’t think the manager received any real consequences other than maybe the person writing the story not liking the manager or wanting to engage with him anymore. |
| 47 | The employee should tell the manager that they did ask for donations and explain that the customers did not want to donate. If the manager’s attitude was particularly bad then they should complain to a higher up. |
| 48 | After the manager made that clear threat to this person’s employment, I think the person did make an effort to be faster. Anyone would at least try when their job depends pn it, I know I would try to become faster if my manager threatened me like that. |
| 49 | It is difficult to know what the consequences were, other than the employee was obviously not happy about the manager’s behavior. It is easy to assume the employee was upset but probably still did the work. It is a very tough situation for the employee, as blowing the whistle on the manager can backfire tremendously. |
| 50 | I think that the employee would have been forced to submit the incomplete paperwork, which would result in it being rejected. Then the manager would be upset and would likely punish the employee for not doing their job right. I think the employee would also be upset because they attempted to correct the mistake. They would feel like they were wrong (because they were), however the manager would still see no fault in their own actions. |
| 51 | I think it’s a little extreme. If this employee has to take an Uber home every day after work, that seems like it’s a job perk to have the boss paying for it. I don’t think the boss’ reaction is wrong. That expense is coming out of the business money |
| 52 | I think that the employee did what they were told but were not happy about it. |
| 53 | The employee likely felt obliged to work, given the manager’s insistence. However, I would expect the employee to feel more negatively about her manager, her employer and her job as a result. |
| 54 | I think the employee went and did what they were supposed to do. Nothing negative happened to the manager for behaving that way. |
| 55 | Based on my experience in retail, she was probably verbally reprimanded. I wouldn’t anticipate anything huge happening (losing her job, or hours) unless it was a COMPANY policy, but sometimes managers go out on ego trips. |
| 56 | I think the employee was reprimanded for nor completing the assignment despite it not being his fault. The employee was the only one scolded which probably doesn’t shock the employee. |
| 57 | I think the employee reported the behavior and the manager was given a talking to by HR and resulted in them trying to not let this sort of thing happen again. |
| 58 | What most likely happened was the manager didn’t really see any consequences. The manager continued to push for what they wanted, making the writer’s job more miserable and unpleasant. |
| 59 | I hope the employee contacted HR or another director to ask about consistency in expected behavior. There should be a policy in place already, not sprung on them last minute. |
| 60 | I think the employee complied with the managers request and was unhappy in doing so. |
| 61 | I would hope that the person reported it and it was dealt with but i am going to assume that they did nothing and took it to keep their job secure. |
| 62 | The employee had to reschedule their mom’s appointment, but I think that they also complained about the supervisor’s behavior. To yell so much that spit got all over the employee is really unacceptable. Hopefully the employee got HR involved and the supervisor got talked to about being so aggressive and angry. |
| 63 | she was must likely to be in trouble for her action companys have to follow certin perseders thats why there in place |
| 64 | They probably felt discouraged and beaten down. They knew they had already been doing what the manager requested of them so they probably felt like the manager didn’t trust them. |
| 65 | The employee’s reaction show have been irritated or angry with his/or manager’s behavior. I would have reported him to the CEO of the company with proof of text and tried to fight back. |
| 66 | I think the person was denied the promotion because they could not fly across the country. This may have been a way to eliminate them from contention. The employee was upset by it. |
| 67 | I think the employee did not provide any reason to counter what the manager said, she did not defend herself in any way and I think the manager is right. |
| 68 | I believe the employee may have quit or waited to find a better job. The manager falsely accusing the employee that they are not doing their job without allowing a space for them to talk about the lack of donations. Horrible management. |
| 69 | I don’t think anything happened to the manager, other than perhaps a light statement about being more polite to employees. I am betting this type of behavior is commonplace in the organization, and that the employee was not surprised by the lack of recompense to the manager. |
| 70 | The employee simply stopped sitting on the chair and didn’t interact with anything that they didn’t know the purpose of. |
| 71 | As a consequence, the employee most likely experience decreased morale, increased stress and resentment towards management |
| 72 | The employees likely grew to hate the job and it could lead to high employee turnover. The work was probably done correctly, at least. |
| 73 | As a consequence the employee disliked their manager more. They perhaps tried to find a work around but ultimately did as they were told. |
| 74 | I think it’s possible the employee got really sick at work and maybe had to leave work early. They likely got in an argument with their manager and were possibly let got?I would expect the employee was angry and over the manger’s terrible behavior |
| 75 | I think the employee decided to quit and left the manager high and dry. |
| 76 | I believe the manager was reprimanded in some way but was not fired. I have no idea what the employees reaction was. If it were me, an apology would have sufficed. |
| 77 | The reaction was most definitely negative. I’m almost certain that the employee considered their future employment with that company at the point. |
| 78 | I think the employee probably did what the manager was demanding but did it grudgingly. The employee should have put together a fact-based pro-and-con argument about why the manager’s idea may not be the better way to go. |
| 79 | The employee likely felt disrespected that her manager asked her to do something impossible, such as flying while nearing full-term in her pregnancy. As a consequence, the employee likely either went to HR despite the manager’s warning, and the manager may have been relocated or fired. Or, the employee may have quit the job for her own emotional and physical health. |
| 80 | Nothing probably happened. The employee was probably upset by it all but had no recourse. |
| 81 | I think the employee may have taken it to higher ups and that person got in trouble. |
| 82 | The manager may have had to be spoken to, to better communicate his requests and to control his anger or outburst. The employee would have likely accepted this, as long as the manager followed through with the request. |
| 83 | The Manager’s behavior probably resulted in some discussion from their supervisor allowing someone who is sick to continue working can have effects on the rest of the staff becoming sick. It sounds like the company needs more staffing to allow for sick time to be used. |
| 84 | I think the employee was probably frustrated with the request and did not perform to the best of his ability, or perhaps rushed the task knowing that they were not being compensated fairly for it and wanted to get it over with, with no regard to how well it was completed. The employee seemed annoyed of his manager’s request, especially not being compensated for it. |
| 85 | The employee told the manager how she felt about touching random people. Since the manager only indicated she was not happy(and not a requirement) she allowed the employee to be excluded. The employee still felt uneasy but was satisfied. |
| 86 |
Due to the manager’s behavior, nobody stayed and he had a lot of people quitting, that is probably why he was short-staffed. I’m not sure what you mean about the employees reaction, to what? |
| 87 | Manager is patronizing and condescending. I imagine employee quit, or manager was spoken to, and asked to be a better leader. |
| 88 | The employee is going to do even less or leave. That manager did a terrible job of motivating the employee. Managers should not expect 100% constantly and should be able to work positively with employees. |
| 89 | the employee was shocked and the manager got in trouble |
| 90 | Workers were stressed out and made mistakes. This was caused by the undo pressure from the manager. |
| 91 | The employee might feel like they are not doing a good job and that this was a really demotivating experience. Managers should build up their employees, but not talk down to them. |
| 92 | I doubt anything happened to the manager. I would assume the employee wouldn’t be surprised, but probably still frustrated. |
| 93 | I don’t think there were any consequences for the manager. I think the employee would be vary uncomfortable at work. |
| 94 | I think the person was a bit embarrassed about the situation. I think this person had a chance to find something they liked to do even though they knew it wasn’t right that they were using a space and things meant for someone else and using it for their own personal use, which might be some kind of violation to some rules. The employee seemed to understand that their actions might not have been proper. |
| 95 | The employee probably felt like they didn’t have a choice to complete the extra work and training regardless of compensation and would feel defeated. I think the manger on the other hand got something for nothing and furthered his power. |
| 96 | I believe that as a consequence to the manager’s behavior, the employee likely left the position. The manager was creating a toxic and unstable work environment by failing to understand their employee and instead threatening the employee with punishment for not accomplishing the task. |
| 97 | I think the staff were inspired by her display of confidence. They would feel reinvigorated and motivated and optimistic as a result of their manager’s comportment |
| 98 | I believe the employee filed a complaint with HR. Or at least I hope they did. The employee was unfairly treated in my opinion. |
| 99 | People felt stressed and burnt out. I’m sure they didn’t work as hard for him next time or pushed themselves to do him a favor |
| 100 | I don’t think anything happened to the manager himself. He saw that the employee was talking to a friend while being paid on the clock and didn’t appreciate that. She continued the conversation a few more minutes after the manager said to go back to work. The employee’s reaction was justified since they were not used to be yelled out at work. They should have just gone back to work but they decided to keep talking to finish the conversation which could have been done with a simple. “Ok I have to go, I’ll text you later.” |
| 101 | Nothing. There was probably only a warning given to the employee, and the employee most likely was mortified and never did it again. |
| 102 | I don’t think anything really “happened” to either the employee or the manager other than maybe a verbal reprimand. I think they had the heated argument, and then I think they both “went their separate ways” until they both cooled down. And then because they have to work together and because this wasn’t violent or anything crazy, they just learned to accept the fact that they didn’t see eye to eye on the issue. I’m not sure if everything went back to “normal”, but I don’t think anyone was punished. MAYBE the manager ended up in a meeting with THEIR higher-up and was verbally reprimanded for having the argument - and it’s possible the employee did as well, but I don’t think there was anything more of a punishment than a verbal reprimand. |
| 103 | I dont know I suuppose they had to talk to them because they were meant to talk to them I suppose |
| 104 | I don’t think there were any consequences to the manager’s demanding behavior even though the employee didn’t agree with it. |
| 105 | Nothing happened to the manager for talking to the employee like that, which is extremely frustrating. The employee seems bitter about it, and rightfully so. They’re just doing their job more efficiently and getting berated for it. |
| 106 | I think the employee probably stood down and did as the manager demanded. I doubt there were any consequences to the manager’s behavior. |
| 107 | They employee seems overwhemled. They seem like they do not quite understand why the managers are trying to get them onto a different project or do both. |
| 108 | The Manager’s Behavior was unacceptable He should be reported to hire ups and let go there is no need for that type of anger in a place of business. |
| 109 | They were probably upset. They had to choose between their and their baby’s health, or refusing and potentially losing the promotion. They were also threatened not to approach HR, which likely made them angry. |
| 110 | The employees became hostile to him but did not challenge his orders. |
| 111 | I believe the employee felt rushed and submitted his work prior to testing and what not. Most likely the blame was put on the employee. |
| 112 | Given the employee’s intimidation into not taking that work day off, I think that it caused hardship in the employee’s personal life. I think that it is possible that the employee’s mother missed her appointment or didn’t have the support that she needed. The employee’s reaction to the situation is understandable given how their supervisor reacted so strongly. |
| 113 | It will make the employee feed bad and sad because the employee must have spent quality time going through a faster solution to the problem but since the manager behavior is awkward, the employee has to follow what the manager says in the company |
| 114 | This probably stressed out the worker and created an environment where they couldn’t do their job as effectively, potentially harming the overall project. The employee likely had to make concessions in quality to satisfy the manager’s demand for an immediate product because speed seemed to be the manager’s only desire. |
| 115 | I think that the employee may have been frustrated or felt helpless because of the manager’s behavior. |
| 116 | I think the employee’s reaction was negative. The employee probably told the manager that they do their job and do not need their manager to assign extra things to do when the employee is keeping up with their work. |
| 117 | I believe the employee probably responded poorly to the manager’s behavior. I’m sure the employee scheduled a meeting with the manager to discuss the behavior issues that were indicated. Perhaps there was a misunderstanding the employee and manager were able to work it out without any conflict. |
| 118 | The employee had to reschedule their mom’s appointment. I think the supervisor acted in a very rude and careless way towards the coworker. I believe the supervisor should be fined and put on administrative leave because it was extremely rude and not nice towards the coworker. |
| 119 | She has good ideas and is being held back by someone who has older ideas and doesn’t want to change |
| 120 | It sounds like the employee was forced to work an extra shift. She was obviously not very happy about it, and the consequences to managers behavior probably wasn’t immediate, but probably lowered moral in their workplace, and made the nursing home a more frustrating place to work in. |
| 121 | I believe the employee rescheduled her mom’s appointment as the employer was very angry with her. |
| 122 | Based on the scenario that I just read, this will definitely make the employee to have a bad perception about the manager. This won’t foster cordial relationship between them eventually. |
| 123 | I really have no idea because I’ve never had a job working with the public but I do agree with her. She probably wasn’t fired because I can’t believe a company would force her to work with specific parts of people’s bodies. She probably will be looked down by her manager for a while at least until it’s forgotten. |
| 124 | I dont think anything happened to the manager and the employee just has to do better with being on time or stay later to wash the vehicle. |
| 125 | There was probably some level of disciplinary action. |
| 126 | The manager should be disciplined or possibly fired for trying to force the employee to work through intimidation. I’m not sure the legality of that situation. The employee was understandably intimidated in the moment and gave into the pressure. |
| 127 | The employee’s reaction to what happened sounded like they were offend or hurt by what the boss said about their performance after vacation. I think the bosses approach was completely wrong and as a consequence will be disciplined somehow by the company may fired. |
| 128 | I think the employee had become overwhelmed trying to do something that she/he can’t physically do. I think the employee decided to quit because it would too much pressure. |
| 129 | The employee eventually left due to their mental health worsening. They were getting physically ill and could not take it anymore. |
| 130 | I think the worker got even more sick and nothing happened to the manager. |
| 131 | I presume the testing was not given the opportunity to complete its necessary, full effort. Management probably forced their hand and had them sign off on the work to push it to release. And if anything went wrong after the fact, it was probably blamed on the low-level tester and them not doing an adequate job. |
| 132 | It sounds like the manager was over bearing in his oversite on the project. Because of this the team would be more hesitant to do a good job, for fear of the boss. It is a case of micromanaging a team. |
| 133 | The person was unable to fulfill their duty and likely would have received a reprimand. The employee felt taken advantage of and helpless. Overall, the employee feel as though the whole workplace was at fault and might even seek out other employment. |
| 134 | The employee most likely didn’t buy into the manager’s strategy based on the authoritative tone conveyed by their boss. The employee probably tuned out the manager’s presentation after a few minutes and lost engagement with the vision. |
| 135 | I think that a the writer probably started following the managers guidelines, but then stopped working as hard and put less effort into completing the project. This probably led to a lesser quality overall result. |
| 136 | I think that the manager’s efforts were at least somewhat successful and was met with success overall, however there could be some downsides. I believe the positives are short term only because the manager would have to micromanage everything and put pressure on others. It is certainly a way to get results, but people can only take so much so I’m not sure about the long term benefits, if any. |
| 137 | I assume that the employee made a complaint regarding their manager’s behavior. This was because they were verbally accosted. |
| 138 | The consequences are negative, all around. The manager was not correct with accusatory behavior. In return, the employee will hold resentment and not feel valued in the company anymore. It IS NOT the employee’s job to push for donations, in my opinion. |
| 139 | I think the paperwork was indeed rejected and the manager blamed his subordinate. The employee wasn’t surprised but was still upset. |
| 140 | As a consequence I think a product that has not being properly vetted will be released for users and a lot of things might go wrong. The employee sounds like he is against it. |
| 141 | The manager was rushing the employee and I think it distracted the employee from getting the job done. I also think the project may cause harm because it was not properly tested. |
| 142 | The manager got upset. He had a right to get upset, however I felt that the manager blew his anger out of proportion. |
| 143 | It is almost as if she was being forced to do something she didn’t want to, against her will. It may be a strain in the relationship between the manager and the employee, I the employee might want to quit under such conditions. Also the manager may want to find someone else who is more willing to do the work. |
| 144 | The employee would be sad and feel bullied. The employ has the right to report and should be considered of her condition. It is wrong to bully an employee in the manner she was bullied. |
| 145 | The employees experienced some emotional turmoil as their routine was thrown off by excessive micromanaging. |
| 146 | I think the employee did the work but felt frustrated and annoyed. The worker probably eventually quit. |
| 147 | I can’t really say, it could go a number of ways. I always assume the worse though so the employee’s reaction was negative. |
| 148 | I think the employee took offence to the managers attitude and felt frustrated. They felt like their achievements aren’t recognized and that they’re not respected as an employee. |
| 149 | I assume that nothing happened to the manager and that the person who wrote the statement had to change their own methods to be more like their manager’s. I’m sure that the employee felt surprised by the manager’s accusations and then felt deflated in regards to the work. If it were me, I would want to put in less effort and care towards the project from here on out. |
| 150 | I am guessing the employee did not feel that the manager was at all invested in her success. The employee perhaps felt disposable as well as anxious. The employee may have given up and quit due to lack of support from their manager. |
| 151 | I believe the employee felt she had no say in the matter. I am certain as a subordinate to her manager, she felt her hands were tied and that she needed to comply with her manager’s request. The nursing industry is brutal and known to be overexerting, so I am also sure the employee knew that things such as this just come with the territory. |
| 152 | The employee was made to stay to work and cover the tasks assigned to her regardless of how tired she may have been. She was overworked and over tired and may have reported the incident to human resources as to not have it happen again. |
| 153 | Either the employee would wind up quitting or he would file a grievance against the manager and there would be consequences for the manager. |
| 154 | The employee was upset at the manager but ended up giving hand massages to keep her job. |
| 155 | There’s nothing an employee can do to a manager’s behaviour,however the manager behaves. You’ll have to endure with however your manager acts. The manager is always right,there is no two way around it. If it’s the other way round the manger has right to do anything to the employee cause the employee works under him. |
| 156 | I think the employees probably did not react well to the manger’s demeanor during the meeting. People do not typically respond very well to an authoritative tone. I think the employees would have preferred a meeting in which they could give their input and work together with the manger to achieve her goals. That was not possible given the manner in which this overbearing manager conducted the meeting. |
| 157 | considering the type of charactor that the manager seems to be, it seems termination would be the expected outcome dor this employee for not doing as requested. The employee rightfullly so is complaining as he should not be responcible for such matters |
| 158 | I think the manager succeeded in putting the software engineer under a lot of pressure which in return made the software engineer work under conditions not known to be suitable for bringing out the best possible result in humans. I think the software engineer might have been able to finish up the project because of the pressure that was mounted on him, but overall I think the quality of work that would be delivered would not be up to the standard of work that is usually done by the software engineer which in return might not make him like the project as much as he is supposed to. He didn’t get enough time to test so he doesn’t know what to expect from what was developed. |
| 159 | The employee was probably less likely to make a concerted effort to solicit donations from customers. Positive reinforcement would have been a better approach in this scenario. Instead, the employee who felt they were trying their best now feels demotivated to complete their job |
| 160 | I imagine the employee was reluctant to provide suggestions and ideas in the future. |
| 161 | I think the consequence of the manager’s behavior will either yield a positive result or a negative one. The employee is concerned about the manager behavior. |
| 162 | I think she had good leadership she was strong and direct. It didn’t seem bad to me. |
| 163 | The employee reacted quite normal. She reacted the same way an average person would react. |
| 164 | I think the manager was used to being this way nothing happened. I think the employee got even sicker and had to take off work. |
| 165 | The employee reacted to their manager’s behavior by quitting and finding a better job where the manager treats their employees fairly. |
| 166 | Regardless of if the manager’s ideas are correct, it sounds like he went about enacting changes in a pretty stupid way. Suggesting that the manager shows poor leadership qualities. The Program manager probably felt uncomfortable and as if they were being spoken down to |
| 167 | I do not know what happen to the manager. There was a woman up for promotion , who was 34 weeks pregrant and could not fly to present a product to the board of director so i assume she did not get the promotion because she could not perform her job. |
| 168 | The employee knew that it wasn’t allowed hence after being marched to the managers office he said nothing and walked out. |
| 169 | I think the employee would end up doing it, but I am sure he was very offended |
| 170 | I would think that the employee would lose respect for the manager. They might do things out of obligation and fear, but they wouldn’t be inclined to put any extra effort into anything. They’d probably also be looking for a different job where they don’t have an unnecessarily stressful work environment. |
| 171 | The worker probably was frustrated about the employer’s demands. The worker could have been burned out while looking for said images, and as a result, the hand-drawn images may have come out sloppy and unpolished. This could have resulted in low sales. |
| 172 | I think the employee would feel angry and resentful and be less inclined to give the job their all or keep working for that manager in the future. |
| 173 | The team members started to doubt their commitment to the organization and looked for other employment possibilities because they felt insulted and irritated by the manager’s irrational demands and verbal abuse. |
| 174 | The manger push for work quickly and finish it earlier, but it make a employers very stressful so they not good about manager. |
| 175 | I see no fault in the employee responding directly to the CFO especially since the CFO was the one to reach out. The manager’s reaction was definitely unnecessary and an overreaction. Depending on how upset he made the employee, HR could potentially be brought in to mediate. |
| 176 | I think that the employee were be very upset now. This would make them frustrated and not as happy to work hard for their manager. As a result, they would now change their behavior at work and work a little less well because it. |
| 177 | The manager is entitled to make a reasonable request of the employee. The employee stated his concern with the request and the manager wanted him to do it his way. Seeing as the employee is not paid a commission based on his output, he is being unreasonable to tell the manager he will not comply if that is the case. He needs to do the job he is paid to do. |
| 178 | The employee was upset that the manager yelled at him. He may consider quitting his job as that is disrespectful to do. He probably went and cleaned like the manager ask, but his overall job satisfaction is reduced. |
| 179 | i thing the manager needs to chill and understand the employee better, since the employee was not found doing any wrong thing |
| 180 | Discriminating against an employee due to her pregnancy could have serious legal consequences for the manager. The affected staff member may experience feelings of betrayal, stress and unfair treatment prompting them to reach out to HR in order to safeguard their rights while pregnant. |
| 181 | The employee didn’t specifically state their reaction, but I would guess the manager’s rude and strict behavior made them upset. The manager may have lost the respect of the employees. |
| 182 | I think the manager may have continued to be mean to the employee and maybe even wrote the employee up. Hopefully, the employee realized they did not deserve to be yelled out, but I’m guessing the smile with the friend did not go over well with the manager. |
| 183 | I think the employee felt even more pressure and stress as a result of being contacted over and over again by their manager. Being pressured to complete a task that requires a great deal of effort, does not make it happen faster. If anything, it causes stress and can potentially lead to errors occurring. |
| 184 | I think he probably quite the job and sought another. |
| 185 | The social media revamp probably failed. While strong leadership is important, it is also important to utilize the experiences and expertise of your subordinates. The attitude betrayed seemed like a “my way or the highway” mindset. |
| 186 | I would not be happy about it. I would think that this is something that could have been brought up earlier. Nothing probably happened as a consequence though, because this is how it normally goes. I’m not sure that anything ever happens to managers who are just bad at their job. |
| 187 | I think she told a different manager or a higher up that the manager was asking her to do her job. I think she explained the situation of the other project she was doing, but didn’t think it was fair to do her manager’s job and be threatened with her time off revoked. |
| 188 | The employee probably quit and found another job. The manager was then stuck trying to find a new employee. |
| 189 | I would think that nothing happened because the manager has a position of power. If anything, he may have been spoken to by someone higher up but did not face any negative actions against him. The employee was probably upset and was even more upset that nothing will be done. |
| 190 | The employee was taken aback by the manager’s behavior and was demoralized. As such he likely will put in less effort to complete the task. |
| 191 | I believe the associate lost trust in their manager was very upset and felt opressed |
| 192 | That is out of line. The manager could get apprehended for her actions. Face legal trouble for harrasment. She was frightened for their well being felt useless and no matter what they did it wouldn’t be enough. |
| 193 | I think that the employee was very angry at the unfair treatment by the manager. They may have gotten into a verbal argument about the manager’s behavior. |
| 194 | The team members felt that they were not free to make decisions and that they were micromanaged. |
| 195 | I like to imagine that the manager had a change of heart and instead of revoking already established days off, explained to the librarian that she should not be doing work for another manager without consulting her actual manager first. I think the manager should have a talk with the other manager (the one the librarian does not report to) about communicating with her before tasking one of her staff members with an assignment. But more probably, based on the manager’s reaction, this didn’t happen. Instead, the librarian was pressured to complete the assignment, and the librarian felt like it was time to find a new job. |
| 196 | I believe that higher ups came down on her for her own performance and she is taking it out on the employees. She is not as hands on as the employees so I think her own performance is not satisfactory. |
| 197 | Nothing would happen as a consequence to the manager’s behavior in my opinion. Personally I doubt the employee would take the time to make any reports against the manager and even if they did, I doubt anything will happen to them. So 9 times out of 10, the employee would most likely just ignore the situation and try to continue on with their lives. |
| 198 | I think the employee eventually looked for other work. |
| 199 | I think the employee didn’t argue back and made an effort to change what she was doing at work to make it seem like she was doing more, even if she thought she was already doing her job. The employee was probably annoyed but didn’t argue back with her manager. |
| 200 | I think the employee was obviously unhappy. The employee had to do a lot of work, on their own time. As far as a consequence, I’m not sure if there are any consequences to it, at least not for the manager. The employee is either going to do the work, or they aren’t. If the employee doesn’t do the work, then the manager is going to get someone who will. And the employee was rightly upset about it. |
| 201 | I’m a little torn, my first thought is she was over confident and seems to have put her team off by coming across so strongly and not really allowing the team to express their thoughts. I’m guessing with the team not behind the manager she failed. On the other hand, being over confident she might have been able to just push through on her own and succeeded, but I’m leaning more toward failure. |
| 202 | I think the paralegal filed the paperwork to the court as instructed by the manager. .Although the paralegal knew that the court was incorrect, they followed the manager’s orders and proceeded. As a consequence, the paperwork was filed incorrectly. |
| 203 | I think people were likely intimidated by her in the meeting and have started to withhold creative ideas that may spur greater growth, but at the expense of not being what the manager directly wanted. |
| 204 | I think the employee felt pressured to go along with whatever the manager was suggesting, regardless of the employee’s feelings about it. |
| 205 | The employee definitely felt that the manager thought of her as someone who was disposable, worthless, and inferior since they ignored the health condition of the employee and was just forcing them to do stuff that they wanted her to do. It is likely that the employee was scared about what would happen to her unborn child if she were to board the plane so the chances of her reporting to HR is plausible. |
| 206 | The employee probably decided to fly anyway, risking their health and their fetus’ health because of the manager. |
| 207 | The manager’s behavior had the effect of lowering the employee’s morale and possibly affecting their self-esteem. The employee probably felt unappreciated and undervalued. |
| 208 | Likely nothing happened. The paralegals job is to do as instructed by the manager, they already voiced their opinion and were overruled. This is life, the boss is in charge. |
| 209 | It’s possible the employee went to upper management and the manager’s behavior was reprimanded. This would probably make the employee feel better. I think the more likely outcome is not much happened and the employee eventually quit. |
| 210 | Probably nothing in terms if pushishment, bur definitely alienating good employees gor a really dumb reason. |
| 211 | I don’t think anything happened to manager as a consequence of their behavior. I think they will continue acting in the manner that they have. |
| 212 | I would think the manager would be terminated because the request to the employee came from higher up. The employee would be upset because they did nothing wrong. |
| 213 | The employee likely felt unsupported and possibly intimidated by the manager’s behavior. They may have felt their health and well-being were not being prioritized, leading to increased stress and discomfort in the workplace. This could have also strained the trust and relationship between the employee and the manager. |
| 214 | I think that due to the manager’s behavior, the employee felt micro-managed. The employee possibly lacked confidence in their abilities due to this. |
| 215 | I think the employee was disciplined and probably written up for not doing their job. |
| 216 | I think the manager was disciplined for the actions that they did. The employee was able to get justice from the managers actions |
| 217 | The consequences of the scenario were most likely that the employee would no longer sit in the chair and take breaks for fear of being caught again. The employee seemed like they did not want any more trouble and wanted the reprimand to end as quickly as possible. |
| 218 | She probably felt more stressed out and hostile at work and eventually quit. |
| 219 | I would hope the manager would have been fired or removed from a position of authority. It is unacceptable to act that way towards an employees in any way. |
| 220 | I think the employee should note those actions and bring it to his supervisor or escalate the situation with another manager. I think the managers behaviour was extremely inappropriate. |
| 221 | The court rejected the paperwork and it had to be re-filed. I’m sure the employee gloated a little afterwards. |
| 222 | Honestly, nothing probably happened to the manager but I am sure that the employee felt discouraged and unappreciated, leading to them likely finding another job. |
| 223 | I’m certain that the employees response would be somewhat negative. It sounds as if the manager is not pulling their weight and the employee should be able to talk to human resources without fear of retaliation. If human resources becomes involved they should reprimand the manager. |
| 224 | The employee would have felt distraught at the manager’s response. The manager could have been more polite in their response. Replying the way they would have left the employee less motivated. |
| 225 | I hope the manager got fired. No one deserves to be talked to that way. And what if rescheduling the doctors appointment caused the mother more problems? |
| 226 | I believe the employee experienced a lot of stress and lack of trust towards their manager. Getting verbally abused all the time because of factors outside of your control creates a toxic workplace environment and I’m sure that employee is already looking for a new job. |
| 227 | I think that nothing happened to the manager as often employees are salaried and even though they are expected to put in a forty-hour work week, contracts stipulate at times they may work longer than this without extra compensation so if this employee was salaried, nothing would have happened. If not salaried, I see the manager being talked to by his superior and a note put in his file but nothing major. I would think the employee would be somewhat disgruntled by the entire situation and how it was handled before, during, and after if he reported it. |
| 228 | The employee explained her aversion to touching strangers. The manager threatened her job. The employee stayed for awhile but eventually quit because the manager made her time at work uncomfortable. |
| 229 | I think the manager may have wrote the employee up for doing that and will keep an eye out for the employee going forward. I think the employee is nervous and upset that their brake space was found. |
| 230 | The employee originally kind of ignored the manager to finish his conversation, and after getting yelled at again he grinned and accused the manager of being on a power trip. |
| 231 | I feel the employee probably felt disrespected. He probably did a bad job on the project because of it. |
| 232 | I think the employee obeyed the manager and changed their behaviors. They may have went up the chain of command and complained about the verbal abuse part. They probably changed their behaviors while the manager was there, but when the manager was not with them, they did their normal routine. |
| 233 | I’m sure the employee was furious. I would hope that some sort of consequence was placed on the manager for putting the employee in an impossible situation. |
| 234 | I think the employee now dislikes the manager. I believe this relationship will not be as good going forward. |
| 235 | The employee likely feels attacked personally and feels cornered with no defense. The manager is being very unfair and not focusing on the whole picture. |
| 236 | This sounds illegal to me and I would say it’s likely the manager got in trouble. To threaten someone to not speak to HR is not right and the employee likely felt scared and did eventually reach out to HR for support. |
| 237 | I do not think that anything would have happened to this manager. He would not be displaying this behavior if he could not get away with it. |
| 238 | I think the employee felt confused and mad knowing they did everything right and still there manager thinks a certain way. |
| 239 | The manager should have been suspended while his record with the company was reviewed. If they found him to be guilty of the behavior then they would’ve eventually fired him. This would’ve left the employee relieved that he didn’t have to come to work to face abuse again. It would’ve also made him feel secure in his job. |
| 240 | The employee might experience feelings of resentment and perceive themselves as being bullied. Despite their efforts to comply with the boss’s instructions, they may still harbor feelings of resentment. |
| 241 | I think the employee would have rightfully resented the so-called feedback. It seemed the supervisor had a beef and it turned kind of nasty. I would think the employee kept her head down, did her job, but did not trust her supervisor as much as before. |
| 242 | I don’t believe anything happened. It doesn’t seem like they overstepped however there should be a warning. The managers request clearly would make business more difficult to conduct if the worker’s time is spent on photos. In my retail background I’ve dealt with similar issues on the e commerce side so I understand |
| 243 | I’m guessing the employee quit. In every organization there is an employee break room which is the proper place to take a short break. |
| 244 | If there’s an HR department in this scenario, the manager would have been taken aside and spoken to regarding such requests that were made by them. Physical touch in that manner is not a normal part of the job and can be considered inappropriate if made to do so. |
| 245 | I think the insecurity of the manager is at play here. The manager would cause the paper work to be rejected and eventually, he would have himself alone to lame. The employee cant do anything here since the order of the manager must be carried out. |
| 246 | The employees felt the manager made their job a pain in the ass by keeping a consistent tab on them. |
| 247 | I think the manager probably took credit for his subordinate’s method. The employee probably felt justifiably angry over this. |
| 248 | I imagine the employee advised the manager that he would not sign off until all the modules were sufficiently tested as required. The employee likely resigned due to the manager’s behavior. |
| 249 | The employee started looking for another job. If I were the employee I would be very disgruntled and resentful. |
| 250 | Well I am sure the nurse was upset. Secondly due to her being fatigued I am sure she couldnt do the job at 100% efficiency. So mistakes may have been made by the nurse. |
| 251 | I believe that the employee will still file the paperwork but it would end up getting rejected by the court due to the incorrect information. The employee would not be surprised about the rejection ion the paperwork but will be angry and frustrated with the manager over the situation. |
| 252 | I don’t think anything happened to the manager. I think a lot of people would see his behavior as him doing his job. Even if it’s overbearing. I think eventually the employee quite this job. |
| 253 | I think the employee should have reported the manager for conduct unbecoming a professional. The employee should have been extremely concerned about this “over the top” reaction to something that was of no concern to the manager since the employee was emailed directly and responded accordingly. Someone who has this kind of reaction and is violently throwing things is a danger to everyone in that workplace |
| 254 | I believe that the employee did go through an md get the accreditation project. Though she did do that, I believe that the employee did let his/her feelings be heard. There is also a possibility of the employee reaching out to the manager’s supervisor and also describe how they felt. I hope the supervisor was able to compensate or do something for the employee. |
| 255 | The employee thought less of the manager. He felt he was on a power trip and therefore is saying he is a control freak who needs to exert his authority over others. |
| 256 | The employer most likely felt stressed, overworked, and unmotivated to comply with the manager because of his attitude. |
| 257 | The employee told the manager they had been asking and people were declining to donate, then asked what they might be able to do to be more persuasive and solicit more donations. The employee was annoyed but kept their tact and emotional control and used the situation to solicit information from the manager concerning their expectations. The employee kept in mind this situation and probably starting looking for a new job on the side. |
| 258 | The employee reluctantly did what the manager asked in giving customers hand massages with lotion, did not like what she had to do but listened to the manager. |
| 259 | I think that the employee would be furious from the remarks that the manager made and would want to know exactly what the exact issues are that the manager is describing to see if they’re accurate issues. I don’t think any consequences were made at that time. |
| 260 | The participant appears to be unfairly burdened and pressured by their manager for a task that is affected by external circumstances. Such an ordeal seems highly stressful and irrational. |
| 261 | Many things can happen due to the manager’s lack of empathy. it could lead to workplace hazards working while tired is dangerous. |
| 262 | I would imagine all non-senior level employees filed some sort of complaint or at least asked to be compensated for trying to find a different hotel. |
| 263 | I think that the employee was probably scared of getting written up or even fired because they decided to take a break for a quick moment. I think that there was no consequence for the manager behavior when seeing the employee sitting down in the bathroom taking a break. |
| 264 | The employee would become less motivated to work or stay at the job over time. They would probably start looking for a different job as soon as they could. |
| 265 | I think the employee will be less likely to be actively trying to do his/her job better in the future because they were treated with disrespect by the manager. The employee was clearly upset by the behavior, especially considering they were trying to be more efficient at work. |
| 266 | If the manager doesn’t go too far micromanagement, then the person is good person to improve work situation. |
| 267 | She was fired and very disappointed because she did not believe her manager would do that. She further felt she had every right to decline because she had worked her shift. |
| 268 | The employee must have felt very annoyed and overwhelmed by the managers actions. They most likely couldn’t do their jobs to the best of their ability. I imagine that nothing would end up being done about the managers behavior. |
| 269 | I don’t think anything happened to the manager the employee may have picked up the pace depending on capabilities, mindset and needs. The manager likely has a quota to meet and doesn’t care about the people working for them enough to consider individual capabilities |
| 270 | I think that this makes his job harder. I think it was not good manager wise for that. |
| 271 | The worker probably felt more sick.They would have felt really bad about the manager’s behavior to them because being exposed to the freezer can increase the symptoms of the flu.if it was possible to report the manager, the employee would probably take it. |
| 272 | I think that the employee would not be incentivized to work harder as a result of the manager’s threat. Instead I think that the employee would feel less motivated to come in, and even seek employment elsewhere as a result of the manager’s behavior. |
| 273 | As a consequence of the manager’s behavior, the employee may feel unappreciated and demoralized. He/she might also feel a sense of injustice and frustration at the manager’s lack of understanding and support. In reaction to this, the employee may experience increased resentment towards the manager and reduced desire to work. |
| 274 |
The employee was confused and didn’t know what to do. Consequence? The file was rejected by the court. |
| 275 | The director came to a meeting to review how his employees conducted customer meetings. During it, he made sweeping changes to both how employees dressed and what accomodations they were allowed to have. I imagine worker morale dropped given these changes that may or may not have been necessary, and seemed to be not relevant to the quality of the actual meeting with the customer. I would probably quit. |
| 276 | I think that their work relationship deteriorated because of this interaction. It wouldn’t surprise me if the employee decided to look for a new job elsewhere. |
| 277 | They probably felt embarressed by being yelled at and upset that the manager did it not only one time but twice. They could have given him a chance to close the convo first at least a little time. But this Im sure looked bad to the manager so the manager thought the employee as lazy. |
| 278 | The employee likely lodged a complaint with someone within the library concerning the managers shady behavior. |
| 279 | I am definitely going to be pissed but at the end of the day i still need to do my job. |
| 280 | The employee will be sad and may be discorage due to the manager’s behavior but may not have much choice than to adjust since he/she was in need of the job. |
| 281 | The manager’s behavior likely caused frustration and resentment among the employees, especially the one yelled at. The employee might have felt disrespected and undervalued, leading to decreased morale and motivated. They may have also lost respect for the manager’s leadership style and authority. In response, the employee may have become more passive-aggressive or less engaged in their duties, undermining team cohesion and productivity |
| 282 | manager behavior is not good. because he knows that if the paper work is submitted the work will get rejection. Even though he knows about it, still he asked his employee to file the paperwork. it is not at all good |
| 283 | Nothing happened since the employee would likely get in trouble reporting the incident. The manager had probable cause to tell the employee a different than assigned task but did not have the right to yell at him. I think the employees reaction was justified ignoring the aggressive behavior but because he should have talked to the manager about the yelling so he’d know that’s not an acceptable thing to do in a workplace |
| 284 | I think that the employees were very upset at the manager for the rest of the day. |
| 285 | the employee seemed to be scared/upset by the managers behavior so the employee wanted to just get away from the manager and avoid the situation as much as possible |
| 286 | I think the manager ended up getting fired especially for saying not to mention HR. I bet the employee was happy after it was done because that sounds like a bad manager. |
| 287 | I think that the employee would be very disgruntled and may have quit or started looking for a new job due to the pressure they were under |
| 288 | I think the employees disagreed with him on his position openly and they exchanged their opinions with each other. I imagine they may have gotten angry in their back-and-forth disagreements. The manager probably didn’t budge and insisted on his positions and that the employees agree and change their actions/behavior. In the end, I imagine that the employees capitulated to the manager because he is senior and over them in position. With reluctance, they probably changed their attire and switched rooms at the hotel. |
| 289 | The employee likely left with a poor perception of their manager. It appeared, at least from the information given, that the manager addressed problems without offering solutions. This is not constructive in a workplace. |
| 290 | I think it could be hazardous to the hospital, the patient and the nurse herself as fatigue is no joking matter and can lead to accidents |
| 291 | I feel that there were no consequences to the managers behavior. I feel the emplyee’s reaction to the manager and to the incident of dealing with an abusive disabled mom has her sad and depressed. |
| 292 | The employee might have tried to quit and is now looking for another job. They didn’t seem very happy. |
| 293 | I believe the employee was scared and felt unsafe around the director after that and during the altercation. I would think the CFO would have had the director have a chat with HR about leading in a respectful workplace environment. If that didn’t work or another issue arose he/she would be fired. |
| 294 | I don’t feel like any real consequences happened towards the manager. I think that the manager is way too comfortable and used to berating, yelling, and degrading their employees. I think the employee who was berated may have suffered negative consequences since the vehicle wasn’t cleaned. |
| 295 | I think the threat had the opposite affect that the manager wanted. The employee will now not take their work as seriously since that are not respected at work. |
| 296 | I think that the manager was out of line. They could simply ask the employee if they were asking for donations rather than accusing them. Also, it’s a donation, it’s not a requirement, and should not be a competition. I don’t think the employee had any consequences but I’d hope the manager had consequences. Maybe someone hire up came and fired the manager for bad business practice and the employee was happy. |
| 297 | For her to appear that way employees would not respect her or the changes she made. To get things done correctly she should have appeared open and understanding/ |
| 298 | I would expect the manager to be reprimanded. That’s gross. Not only would I not want a hand massage from a random employee, I would probably turn and immediately leave. |
| 299 | Conversation with his manager about how they are dealing with their direct reports. The way they are conveying their message is not great. The employee feels as if they are being undermined. |
| 300 | If the employee was desperate or had low self esteem, they probably at least attempted to work faster. If they were desperate they likely will have some contempt for the manager going forward and will hopefully find a job where they can be appreciated and not treated like a dog. |
| 301 | People will be reluctant to do the task and they might not do it to the best of their ability |
All look good to me. That leaves us with 294 eligible participants.
| employment | N | Perc |
|---|---|---|
| Full-time | 237 | 80.61 |
| Full-time, Student | 1 | 0.34 |
| Homemaker | 2 | 0.68 |
| Other | 1 | 0.34 |
| Part-time | 46 | 15.65 |
| Part-time, Homemaker, Other | 1 | 0.34 |
| Part-time, Retired | 1 | 0.34 |
| Retired | 2 | 0.68 |
| Temporarily laid off | 1 | 0.34 |
| Unemployed | 2 | 0.68 |
add binary column for those who are not full-time or part-time employees. I can run the analyses with and without them. Saying this because I realize I didn’t preregister this as exclusion criteria.
Demographics
Race
| race | N | Perc |
|---|---|---|
| asian | 24 | 8.30 |
| black | 34 | 11.76 |
| hispanic | 22 | 7.61 |
| multiracial | 10 | 3.46 |
| white | 193 | 66.78 |
| NA | 6 | 2.08 |
Gender
| gender | N | Perc |
|---|---|---|
| man | 163 | 56.40 |
| woman | 122 | 42.21 |
| NA | 4 | 1.38 |
Age
| age_mean | age_sd |
|---|---|
| 38.4841 | 10.96427 |
Education
| edu | N | Perc |
|---|---|---|
| GED | 61 | 21.11 |
| 2yearColl | 30 | 10.38 |
| 4yearColl | 133 | 46.02 |
| MA | 56 | 19.38 |
| PHD | 8 | 2.77 |
| NA | 1 | 0.35 |
Income
Employment
Measures
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 = 0.78
Relational impact
In your opinion, what was the impact of this incident on the employee’s relationship with this manager? (1 = It had a strong negative effect on their relationship with their manager to 7 = It had a strong positive effect on their relationship with their manager)
Compliance impact
In your opinion, to what extent did the employee comply with what the manager was seeking or requesting? (1 = They did not comply at all with what the manager was seeking to 7 = They completely complied with what the manager was seeking)
Exiting impact
In your opinion, what was the impact of this incident on the employee’s intentions to leave this manager or job (such as quitting or transferring)? (1 = It greatly decreased their intentions to leave their manager to 7 = It greatly increased their intentions to leave their manager)
Own behavior
If you were a manager in this kind of situation, how likely would you be to act in the way the manager did, as described earlier? (1 = Not at All Likely to 5 = Extremely Likely)
Correlations
Analysis Plan
Fixed effects model 1
Perceived relational benefit as the outcome variable; competitive worldview as predictor; original description as fixed effect; race, gender, income, education, and age as control variables.
| Term | \(\hat{\beta}\) | 95% CI | \(t\) | \(\mathit{df}\) | \(p\) |
|---|---|---|---|---|---|
| Intercept | 0.81 | [0.12, 1.49] | 2.31 | 265.57 | .022 |
| CWV | 0.32 | [0.18, 0.45] | 4.74 | 261.03 | < .001 |
| Age | -0.01 | [-0.02, 0.00] | -1.44 | 263.89 | .152 |
| Race white | 0.12 | [-0.11, 0.34] | 1.01 | 252.81 | .312 |
| Gender man | 0.02 | [-0.20, 0.23] | 0.16 | 258.72 | .876 |
| Edu num | 0.04 | [-0.07, 0.14] | 0.71 | 266.15 | .477 |
| Income num | 0.01 | [-0.03, 0.06] | 0.63 | 262.34 | .531 |
with compliance as control
| Term | \(\hat{\beta}\) | 95% CI | \(t\) | \(\mathit{df}\) | \(p\) |
|---|---|---|---|---|---|
| Intercept | 1.61 | [0.86, 2.36] | 4.21 | 264.42 | < .001 |
| Impact rel | 0.34 | [0.22, 0.46] | 5.56 | 257.97 | < .001 |
| Impact comp | 0.01 | [-0.04, 0.07] | 0.48 | 256.68 | .630 |
| Impact quit | -0.03 | [-0.09, 0.04] | -0.76 | 250.35 | .450 |
| Age | -0.01 | [-0.02, 0.00] | -2.29 | 255.44 | .023 |
| Race white | -0.03 | [-0.24, 0.18] | -0.26 | 248.92 | .792 |
| Gender man | 0.04 | [-0.17, 0.24] | 0.34 | 251.82 | .734 |
| Edu num | -0.05 | [-0.15, 0.06] | -0.87 | 257.33 | .385 |
| Income num | 0.00 | [-0.04, 0.04] | 0.06 | 254.46 | .948 Linear mixed model fit by REML. t-tests use Satterthwaite’s method [ |
| lmerModLmerTes | t] | ||||
| Formula: own_l | ikeman ~ impact_ | rel + impact_com | p + impa | ct_quit + (1 | o | g_pid) + |
| age + race | white + gender | man + edu_num + | income_n | um | |
| Data: df_re | cd_elg |
REML criterion at convergence: 726.6
Scaled residuals: Min 1Q Median 3Q Max -2.5830 -0.4715 -0.1927 0.1761 4.5338
Random effects: Groups Name Variance Std.Dev. og_pid (Intercept)
0.1719 0.4146
Residual 0.6555 0.8096
Number of obs: 274, groups: og_pid, 23
Fixed effects: Estimate Std. Error df t value Pr(>|t|)
(Intercept) 1.611391 0.382860 264.419502 4.209 3.52e-05
impact_rel 0.340888 0.061301 257.974734 5.561 6.70e-08
impact_comp 0.013679 0.028365 256.678434 0.482 0.6300
impact_quit -0.026010 0.034387 250.349020 -0.756 0.4501
age -0.010973 0.004782 255.437201 -2.295 0.0226 *
race_white -0.028764 0.108841 248.918968 -0.264 0.7918
gender_man 0.035031 0.102830 251.823052 0.341 0.7336
edu_num -0.045103 0.051861 257.330375 -0.870 0.3853
income_num 0.001387 0.021376 254.464923 0.065 0.9483
— Signif. codes: 0 ‘’ 0.001 ’’ 0.01 ’’ 0.05
‘.’ 0.1 ’ ’ 1
Correlation of Fixed Effects: (Intr) impct_r impct_c impct_q age
rc_wht gndr_m edu_nm impact_rel -0.429
impact_comp -0.229 -0.110
impact_quit -0.547 0.348 -0.139
age -0.460 0.128 0.001 -0.014
race_white -0.084 -0.020 -0.068 0.023 -0.175
gender_man -0.131 -0.075 0.016 -0.050 0.078 -0.034
edu_num -0.373 -0.057 0.039 -0.057 -0.022 0.032 0.031
income_num -0.075 -0.011 0.045 0.081 -0.057 -0.086 -0.103 -0.375
Fixed effects model 2
Intentions of dominant behavior as outcome variable; competitive worldview as predictor; original description as fixed effect; race, gender, income, education, and age as control variables.
| Term | \(\hat{\beta}\) | 95% CI | \(t\) | \(\mathit{df}\) | \(p\) |
|---|---|---|---|---|---|
| Intercept | 1.58 | [0.86, 2.30] | 4.32 | 263.87 | < .001 |
| CWV | 0.18 | [0.05, 0.31] | 2.67 | 254.57 | .008 |
| Age | -0.01 | [-0.02, 0.00] | -2.50 | 256.68 | .013 |
| Race white | 0.03 | [-0.20, 0.25] | 0.26 | 249.78 | .798 |
| Gender man | 0.01 | [-0.20, 0.23] | 0.13 | 253.32 | .893 |
| Edu num | -0.03 | [-0.14, 0.07] | -0.63 | 259.20 | .531 |
| Income num | 0.01 | [-0.04, 0.05] | 0.24 | 255.53 | .809 |
Fixed Effects Mediation Model
Intentions of dominant behavior as outcome variable; perceived
relational benefit as mediator; competitive worldview as predictor;
original description as fixed effect; race, gender, income, education,
and age as control variables.
First, just a mediation model.
a = 0.34 (p = 0)
b = 0.35 (p = 0)
direct = 0.19 (p = 0.006)
indirect = 0.07 (p = 0.296)
Now, with controls.
a = 0.32 (p = 0)
b = 0.35 (p = 0)
direct = 0.15 (p = 0.036)
indirect = 0.04, -0.01, -0.05, 0.05, -0.11, 0.02 (p =
0.591)
And finally, the fixed effects model with controls.
Causal Mediation Analysis
Quasi-Bayesian Confidence Intervals
Mediator Groups: og_pid
Outcome Groups: og_pid
Output Based on Overall Averages Across Groups
Estimate 95% CI Lower 95% CI Upper p-value ACME (control) 0.1076 0.0552 0.17 <2e-16 ACME
(treated) 0.1076 0.0552 0.17 <2e-16 ADE (control)
0.0736 -0.0551 0.21 0.2704
ADE (treated) 0.0736 -0.0551 0.21 0.2704
Total Effect 0.1812 0.0520 0.31 0.0066 ** Prop. Mediated (control)
0.5924 0.2679 1.84 0.0066 ** Prop. Mediated (treated) 0.5924 0.2679 1.84
0.0066 ** ACME (average) 0.1076 0.0552 0.17 <2e-16 * ADE
(average) 0.0736 -0.0551 0.21 0.2704
Prop. Mediated (average) 0.5924 0.2679 1.84 0.0066 — Signif.
codes: 0 ‘’ 0.001 ’’ 0.01 ’’ 0.05 ‘.’ 0.1 ’ ’
1
Sample Size Used: 274
Simulations: 10000
Yeah, the mediator just fully explains away the direct effect. That’s
one powerful mediator. The only slight hesitation is that the direct
effect is pretty weak, so it’s not much to explain away. But hey, that’s
ok! Our outcome variable is pretty vague in its interpretation (behaving
like manager), so it’s remarkable that we’re getting an effect at
all.
Exploratory Analysis
Fixed Effects Model
Perceived compliance as the outcome variable; competitive worldview as predictor; original description as fixed effect; race, gender, income, education, and age as control variables.
| Term | \(\hat{\beta}\) | 95% CI | \(t\) | \(\mathit{df}\) | \(p\) |
|---|---|---|---|---|---|
| Intercept | 4.96 | [3.48, 6.45] | 6.54 | 252.15 | < .001 |
| CWV | -0.17 | [-0.44, 0.10] | -1.26 | 250.81 | .208 |
| Age | 0.00 | [-0.02, 0.02] | -0.45 | 252.26 | .655 |
| Race white | 0.26 | [-0.19, 0.71] | 1.13 | 247.67 | .260 |
| Gender man | 0.05 | [-0.39, 0.48] | 0.21 | 250.03 | .832 |
| As numericedu | -0.04 | [-0.25, 0.18] | -0.35 | 254.17 | .727 |
| As numericincome | -0.05 | [-0.13, 0.04] | -1.01 | 251.48 | .314 |
Fixed Effects Model
Perceived quitting intentions as the outcome variable; competitive worldview as predictor; original description as fixed effect; race, gender, income, education, and age as control variables.
| Term | \(\hat{\beta}\) | 95% CI | \(t\) | \(\mathit{df}\) | \(p\) |
|---|---|---|---|---|---|
| Intercept | 7.08 | [5.87, 8.29] | 11.46 | 259.42 | < .001 |
| CWV | -0.48 | [-0.72, -0.25] | -4.02 | 266.63 | < .001 |
| Age | 0.00 | [-0.01, 0.02] | 0.45 | 266.59 | .657 |
| Race white | -0.19 | [-0.59, 0.21] | -0.93 | 257.77 | .355 |
| Gender man | 0.24 | [-0.14, 0.63] | 1.25 | 264.57 | .211 |
| As numericedu | 0.01 | [-0.17, 0.20] | 0.14 | 262.91 | .890 |
| As numericincome | -0.06 | [-0.14, 0.02] | -1.51 | 266.99 | .133 |
that’s pretty cool, actually. That might be happening as well, which is ok!
Fixed Effects Mediation Model
Intentions of dominant behavior as outcome variable; perceived
quitting intentions as mediator; competitive worldview as predictor;
original description as fixed effect; race, gender, income, education,
and age as control variables.
First, just a mediation model.
a = -0.47 (p = 0)
b = -0.06 (p = NA)
direct = 0.19 (p = 0.006)
indirect = 0.16 (p = 0.02)
Now, with controls.
a = -0.49, 0.01, -0.18, 0.23, 0, -0.06 (p = 0)
b = -0.05 (p = 0.094)
direct = 0.15 (p = 0.036)
indirect = 0.12, -0.01, -0.02, 0.07, -0.1, 0.02 (p =
0.094)
And finally, the fixed effects model with controls.
