The abusive supervision literature commonly suggests that employees who experience abuse from their supervisors may blame either the supervisors or the organization for the misconduct, leading to reduced job performance as a form of retaliation to ‘even the scales’. However, this study contributes to a recent stream of research that suggests one positive aspect of abusive supervision by highlighting the bright side of self-blame, where abused employees engage in prosocial behaviors to improve their situation, in order to negate any perception of themselves as victims. Drawing on the social cognitive theory of self-regulation, this study predicts a dual-stage moderated mediation pattern linking abusive supervision to objective service performance via abused employees’ self-blame, with interpersonal justice and work centrality as the first-stage moderators and core self-evaluation as a second-stage moderator. Using time-lagged and multi-source data collected from 411 employees, this study found that in a context of high interpersonal justice, work centrality, and core self-evaluation, abused employees blame themselves for the abusive supervision to negate any perception of themselves as victims, and subsequently make an attempt in the form of improving their objective service performance to prevent future supervisory misconduct. These findings challenge the predominant narrative by introducing circumstances in which abusive supervisors can elicit productive responses from their abused direct reports. This study also discusses the theoretical contributions and practical implications for managers, direct reports, and practitioners.

虐待性监督文献通常表明，受到主管虐待的员工可能会将不当行为归咎于主管或组织，从而导致工作绩效下降，作为对“甚至天平”的报复形式。然而，这项研究对最近的一系列研究做出了贡献，该研究通过强调自责的光明面来表明虐待监督的一个积极方面，即受虐待的员工参与亲社会行为以改善他们的处境，从而否定任何对自己的看法。受害者。借鉴自我调节的社会认知理论，本研究预测了一种双阶段调节中介模式，通过受虐待员工的自责将虐待监督与客观服务绩效联系起来，以人际正义和工作中心性作为第一阶段的调节因素，以核心自我评价作为第二阶段的调节因素。本研究利用从 411 名员工收集的时滞和多源数据发现，在高度人际正义、工作中心性和核心自我评价的背景下，受虐待的员工会因虐待性监督而责备自己，从而否定自己对自己的看法。受害者，并随后以提高其客观服务绩效的形式做出尝试，以防止未来的监管不当行为。这些发现挑战了主流观点，介绍了滥用职权的主管可以从受滥用职权的直接下属那里得到富有成效的反应的情况。这项研究还讨论了对管理者、直接下属、