“How <i>dare</i> you?!”: A self?verification perspective on how performance influences the effects of abusive supervision on job embeddedness and subsequent turnover

Higher-performing employees are extremely important to organizations due their superior contribution unit performance and vaulted value within teams. In turn, they espouse higher work-specific self-worth (WSSW) evaluations that influence how react abusive supervision. Taking a self-verification perspective, we theoretically explain (through WSSW) augments the aversive nature of supervision, which in turn affects higher-performing employees’ job embeddedness subsequent decisions quit jobs. Across three field studies, our model is supported as find positively related WSSW, magnifies negative effects supervision on satisfaction. Consequently, discover (and self worth) increases, indirectly reduces increases turnover through two forms We expound upon these findings contribute both theory practice.