Businesses who pay a hefty charges to replace employees has negative effect; the business has to pay a large percentage of its time to hiring and selecting task which will increase the administration’s responsibilities (Zeb et. al., 2014).
Turnover cost includes lost productivity, separation cost, vacancy cost, replacement cost, training cost, and hidden/indirect cost (Kiernan, 2018). “Turnover is an expensive HR and managerial issue that must be constantly evaluated and addressed” (Mathis et al., 2014, .p. 166).
All supervisors are at risk for committing harmful supervisory practices (Ammirati ; Kaslow, 2017). Tepper (as cited in Zhi-Xia ; Hong-Yan 2017) noted “reported that AS affected more than 13% of the U.S. workforce, and there is considerable evidence that such behavior has a severe psychological impact on employees, which manifests as reduced affective commitment of the employee to the employing organization.” Fakhar (2014) noted “They also include in their study that the psychological factor of the employees also contribute in the reaction towards the abusive supervision of the supervisor. The behaviors that might be included in the abusive supervision are public criticism, rudeness, breaking promises, inconsiderate actions and the silent treatment (Bies, 2000).” (p. 71).
In the last decade the effects of abusive supervision have been researched (Mackey, Frieder, Perrewe, Gallagher, ; Brymer, 2015). In terms of the back ground of abusive supervision, most current research has concentrated on the supervisor-level factors, such as supervisors’ own encounter of abusive supervision from higher-level supervisor (Mackey et. al., 2015). Abusive supervision distresses both the employees and the employers (Fakhar, 2014). It has been discovered that abusive supervision is a leading authoritative element in employees’ professional behaviors job-related attitudes, psychological well-being, and even family well-being (Knoll, Lord, Peterson, ; Weigelt, 2016).
According to (Becton, Carr, Mossholder, and Walker, 2017), based on damaging common beliefs, unfriendly personal behaviors could lead to victims’ retaliation, such as workplace deviance, which are intended behavior that disrupts significant managerial customs and also intimidates the well-being of a business, its associates, or both. Abusive supervision of the employee can cause the termination of skilled employees voluntarily or involuntarily (Fakhar, 2014). The more supervisors inflict abusive behavior the more managerial fairness would be effected which eventually results the employee turnover (Fakhar, 2014). Clearly, abusive supervision is thought to be an essential part of dark side of management (Mackey et al., 2015).