Document Type : Research Paper
Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
Objective and Background: This study was conducted to investigate the antecedents and consequences of abusive supervision using multi-grounded theory in management of public hospitals in Kerman.
Method: In this study, effective variables were identified by examining the 10 professors and their 360 employees as a group of professors and experts in the field of human resources and experts of management of public hospitals in Kerman. This study is a cross-sectional study using the multi-grounded theory in which data was collected during a few weeks. Interviews and coding have been investigated using Maxqda software. We recruited teams by means of a university leadership program that offered a leadership profile to supervisors of academic teams. The Employees working under the supervision of the same leader were considered a team and they should be more than 10 person in one team. Thus, the statistical population includes experts who have the following characteristics: 1. having a doctorate degree or specialization in the field under study, 2. sufficient experience and familiarity with issues, 3. scientific and specialized aristocracy to identify and analyze the subject.
Results: The results of open coding of qualitative data collected using interview tools showed that 87 open codes out of 375 concepts have been identified. 87 primary codes have been extracted in the form of 6 categories of negative organizational consequences, individual negative consequences, organizational factors, environmental factors, personal characteristics of the leader, and characteristics of subordinates. The impact of abusive supervision and job satisfaction and organization performance of the hospitals were mediated by trust in the team.
Conclusion: The results showed that the category of personal characteristics of a leader is in the first rank with 169 repetitions of code, organizational factors are in the second rank with 120 codes and negative organizational consequences are in the third rank with 49 codes.