Deshani Ganegoda

University of Melbourne | MSD · Melbourne Business School

Recognizing that supervisor‐subordinate dyads exist within a broader organizational hierarchy, we examine how the individual’s role within the organizational hierarchy influences perceptions of abusive supervision. Specifically, we examine how supervisors’ abusive behaviors are perceived by abusive supervisors’ managers as well as abusive superviso...

In this study, we examined how perceived overqualification influences employees' career distress and career planning. Specifically, we drew on role identity theory to hypothesize that perceived overqualification is positively related to individuals' career identity. Based on internal self‐processing dynamics of role identity, we further hypothesize...

Although individuals are capable of feeling happiness for others’ positive experiences, management scholars have thus far considered envy to be the sole emotional reaction of employees in response to coworkers’ positive outcomes. In this article, we introduce the concept of positive empathy—the experience of happiness in response to a coworker’s po...

Bribery is perhaps the most visible and most frequently studied form of corruption. Very little research, however, examines the individual decision to offer or accept a bribe, or how understanding that decision can help to effectively control bribery. This book brings together research by scholars from a variety of disciplines studying the mind and...

Three experiments were conducted to test whether an enhanced degree of fair behavior could be obtained by making justice a goal, whether consciously set, primed, or both. Each experiment assessed fairness in a competitive negotiation context. All participants, across the three experiments, were asked to attain a base-level performance goal. The fir...

Three experiments were conducted to test whether an enhanced degree of fair behavior could be obtained by making justice a goal, whether consciously set, primed, or both. Each experiment assessed fairness in a competitive negotiation context. All participants, across the three experiments, were asked to attain a base-level performance goal. The fi...

Most studies on organizational justice have focused on individuals’ reactions to justice. As such, a key question has been left largely unanswered: Why do individuals act fairly or unfairly? The present research adopted a person-situation interactionist approach to examine psychological and situational antecedents of individuals’ fair behavior. Bas...

We analyze business behavioral ethics in terms of bounded autonomy, namely the result of tensions between the countervailing motivations of reactance (tendencies that involve the freedom of behaving in certain ways as a right) versus deonance (tendencies that involve the appropriateness of behaving in certain ways as an obligation). We focus in par...

Purpose This paper aims to examine the relationship between CEO compensation and employee attitudes. Design/methodology/approach Based upon equity/organizational justice theories and the CEO compensation literature, hypotheses were developed which suggest that executive compensation and employee attitudes will be related. These hypotheses were tes...

People go to extraordinary lengths to gain and defend their status. Those with higher status are listened to more, receive more deference from others, and are perceived as having more power. People with higher status also tend to have better health and longevity. In short, status matters. Despite the importance of status, particularly in the workpl...

In an age where morality requires economic justification, it is a compelling task to explicate the deeper affecting implications of moral judgment than its mere financial costs. In this chapter, we explore the emotional, behavioral, and cognitive ramifications of moral leadership at both the individual and macro organizational levels; specifically,...