A business frame perspective on why perceptions of top management's bottom-line mentality result in employees’ good and bad behaviors

Mayowa T. Babalola, Rebecca L. Greenbaum, Rajiv K. Amarnani, Mindy K. Shoss, Yingli Deng, Omale A. Garba, Liang Guo

Research output: Contribution to journalArticle

Abstract

Emerging research suggests that bottom-line mentalities (BLMs) (i.e., a sole focus on bottom-line outcomes to the exclusion of other considerations) can have dysfunctional consequences within the workplace. However, research has yet to consider how and why BLMs may result in both beneficial and dysfunctional organizational outcomes. In the present research, we examine employees’ perceptions of top management's BLM as a type of business frame that results in two cognitive states. Under the influence of this business frame, employees may adopt a mental preoccupation with work (i.e., a state of ongoing work-related cognitions) that propels beneficial employee outcomes by reducing customer incivility and enhancing customer service performance. Yet, also in response to top management's high BLM as a business frame, employees may adopt self-interest cognitions (i.e., a cognitive state of self-interest) that instigate customer-directed unethical conduct. Across two field studies, we found general support for our hypotheses. Taken together, our findings suggest that perceptions of top management's high BLM can be a mixed blessing in that it may drive employees to adopt focused work efforts (mental preoccupation with work), but also self-interest cognitions, with each cognitive state predicting beneficial or dysfunctional behaviors. We discuss the implications of these findings and directions for future research.

Original languageEnglish
JournalPersonnel Psychology
DOIs
Publication statusPublished - 1 Jan 2019

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Cognition
Research
Jurisprudence
Workplace
Top management
Employees
Drive
Direction compound
Field study
Organizational outcomes
Work place
Work effort
Service performance
Customer service
Employee perceptions
Incivility
Exclusion

Cite this

Babalola, Mayowa T. ; Greenbaum, Rebecca L. ; Amarnani, Rajiv K. ; Shoss, Mindy K. ; Deng, Yingli ; Garba, Omale A. ; Guo, Liang. / A business frame perspective on why perceptions of top management's bottom-line mentality result in employees’ good and bad behaviors. In: Personnel Psychology. 2019.
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A business frame perspective on why perceptions of top management's bottom-line mentality result in employees’ good and bad behaviors. / Babalola, Mayowa T.; Greenbaum, Rebecca L.; Amarnani, Rajiv K.; Shoss, Mindy K.; Deng, Yingli; Garba, Omale A.; Guo, Liang.

In: Personnel Psychology, 01.01.2019.

Research output: Contribution to journalArticle

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