The Relationship between Supervisor Social Undermining and Employee Depression: The Mediating Role of Employee’s Self-Efficacy

• Main Authors: Lin, Kai-Ting, 林凱亭
• Other Authors: Lin, Shao-Lung
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/36661086012229290126

碩士 === 中國文化大學 === 國際貿易學系 === 102 === Social-undermining is defined as a behavior intended to hinder important messages. This behavior may sabotage the establishment and maintenance of employees’ positive interpersonal relationship, work-related success, and favorable reputation in their jobs. Social-undermining plays an important role in every professional field. In particular, it also significantly impacts on employees’ individual performance, confidence and productivity in the workplace. Researchers have been studying the behavior of social-undermining due to its increase and importance in the recent years. The purpose of this study is to examine the mediating effect on the relationship between supervisor’s social undermining and employees’ depression. The study is based on the anonymous questionnaires collected from the samples of 313 employees in 24 companies. The valid response rate is 93.99% and the results are summarized as follows: 1. Supervisor’s social undermining is positively related to employees’ depression. 2. Supervisor’s social undermining is negatively related to employees’ self-efficacy. 3. Employees’ self-efficacy is negatively related to employees’ depression. 4. The effect of employees’ self-efficacy partially mediates the relationship between supervisor’s social undermining and employees’ depression. This study discusses the implications for theories and managerial practices, and suggestions for the future study.