Methods in Business Research

Project Assignment
IBA-UNIVERSITY OF THE PUNJAB

SUBMITTED TO
DR. TALAT ISLAM

SUBMITTED BY
MUHAMMAD FAIZAN EJAZ (2019-MBA(E)-011)
8-22-2019
 IMPACT OF ABUSIVE SUPERVISION ON TURNOVER INTENTION
AND MEDIATING EFFECT OF JOB INSECURITY AND LEADER-
MEMBER EXCHANGE

INTRODUCTION
Abusive Supervision

Abusive supervision can be defined as “subordinates' perceptions of the extent to which

supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding
physical contact” (Tepper, 2000, p. 178). It can be explained as a manager being rude to his/her
subordinate and negatively comments about him/her to others. Schat, Desmarais and Kelloway
(2006) have mentioned that more than 13.6 percent employees of US workforce have claimed of
either witnessing abusive supervision at their workplace, or have informed about their immediate
supervisors regarding harsh treatment. Studies in the past have claimed that abusive supervision
has caused adverse effects over the job performance of employees like decreased organizational
commitment and job satisfaction, reduced organizational citizenship behavior and rise in
employee’s conflicts at workplace (Zhang, Liao & Zhao, 2011).

Tepper (2007) explained that abusive supervision can be indicated as intentional act of supervisor
and further mentioned that it is a subjective evaluation, therefore the demographics and personality
of subordinate effects the individual differences in perception about abusive supervision. The
abusive acts of supervisors include withholding subordinate’s promotion, ridiculing or publically
humiliating employee (Keashly, 1998; Tepper, 2000; Tepper, Duffy, Henle & Lambert, 2006).

Leader-Member Exchange

Graen & Uhl-Bien (1991) have stated that the effective leadership style includes the existence of
mature relationship between the leader and followers which results in many benefits. The theory
of leader-member exchange suggests that the leaders have a different approach of dealing with
each employee instead of using the same style (Dansereau, Graen & Haga, 1975; Graen &
Cashman, 1975; Liden & Graen, 1980; Graen, Novak & Sommerkamp, 1982; Graen & Scandura,

1
1987). According to the theory of Graen (1976), leaders evaluate the subordinates by assigning
various tasks and assess their performance on the basis compliance achieved by them which
dictates the type of leader-member exchange relationship between leader and follower. Similarly,
Liden, Sparrowe and Wayne (1997) described that leader-member exchange quality helps in
determining the support of psychic, social and mental nature among the subordinate and his/her
supervisor. The relationship highlights that the subordinates often seek assistance of their
supervisors to gain experience, knowledge, confidence and motivation for achieving job
accomplishments (Sparrowe & Liden, 1997).

Job Insecurity

According to Sverke, Hellgren and Naswall (2002), job insecurity can be defined as “a perceived
threat of involuntary job loss”, which has been rated as one of the most adverse work stressors (De
Witte, 2005). The undesirable effects of job insecurity have been studied ranging from individual
level to organizational level e.g. turnover intention (De Witte, 2005). The difficulties faced by an
employee undergoing job insecurity include the uncertainty of whether job loss will occur or not
and examining the actions and necessary preparations to be taken for future (Smet, Vander Elst,
Griep and De Witte, 2016).

Turnover Intention

Abusive Supervision and Turnover Intentions

Abusive Supervision and Leader-Member Exchange

Hypotheses
H1: There is a direct relationship between Abusive Supervision and Turnover Intention

H2: There is a direct relationship between Abusive Supervision and Job Insecurity

H3: There is a direct relationship between Abusive Supervision and Leader-Member ExchangePage 2 of 15

2
H4: There is a direct relationship between Job Insecurity and Turnover Intention

H5: There is a direct relationship between Leader-Member Exchange and Turnover Intention

H6: There is a mediating relationship of Leader-Member Exchange between Abusive Supervision and Turnover Intention

H7: There is a mediating relationship of Job Insecurity between Abusive Supervision Support and Turnover Intention

3
Hypothesis Model

Leader-
Member
Exchange

Abusive Turnover
Supervision Intention

Job Insecurity

FIGURE 1-Hypothesis Model

Figure 1 shows model which has been developed from the literature review. Here is one
independent variables (Abusive Supervision), dependent variable (Turnover intention) and two
mediators (Leader-member exchange and Job Insecurity)

Research Design

The descriptive research was done in which the observation is carried out.

Research Approach

Type of data is Quantitative because the data is collected in numbers from the respondent.

Study Setting

This study was non-contrived because no control was applied by the researchers in research
environment. This study can also be called the field study as it was a correctional study which

4
involved minimum interference of the researcher and no controls were applied in working
environment.

Unit of analysis

The unit of analysis for this study was individual because the data was collected individually from
the employees of different organization working in service sectors.

Time Horizon

The study was a cross sectional study as the respondents were response only once for the data
collection. Data is collected from respondents at a specific point in time not over the periods of
time.

Methodology

Population

The population of this study was comprised of employees working in different service sectors

Sample Size and Sampling Technique

As the population of our study is unknown, therefore the data collection method used was
questionnaires with the sample size of 290 using Item response theory i.e. Sample Size= Number
of items x 10. Service Sectors were chosen for collecting data and the software used for collecting
data was SPSS which is best suited for the type of study being carried out.

Using Non-probability sampling technique, convenience sampling technique is used to collect the
data from our respondents. Convenience sampling is used because of the hectic schedule of
respondents. 237 responses of questionnaires were received by researcher, out of which 28
responses were found to have more than 15% incomplete values and according to Sekaran (2003),
those responses were not considered part of this study. Hence, 209 responses were used for final
study (effective response rate was 72.1%).

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Participants of the study:

According to Islam, Khan, Ahmad and Ahmed (2013), knowledge-based employees are those who
work in high-tech organizations and can better explain their organization’s culture. Therefore, the
data was collected primarily from different service sectors of Pakistan for research purposes. It
was collected through questionnaire survey from employees who work in service sectors of
Pakistan. It was assured to the respondents that their responses will be kept confidential.
Questionnaire is attached in the appendix-I.

Measures
Responses from the participants were measured on a five-point Likert scale as follows.

 ‘1’ for “Strongly Disagree”

 ‘2’ for “Disagree”
 ‘3’ for “Neutral”
 ‘4’ for “Agree”
 ‘5’ for “Strongly Agree”

Abusive Supervision Scale

A 15 items scale was used to measure the Abusive supervision which was adapted from the scale
originally developed by Tepper (2000). The items include “My supervisor puts me down in front
of others.

Leader-Member Exchange

LMX of participants’ perception with their manager is measured using a seven-item LMX-7 Scale
which is adapted from the scale developed by Graen & Uhl-Bien (1995). The sample item of the
scale is “Do you usually know how satisfied your manager is with you?”

6
Job Insecurity

Job Insecurity was measured with a four-item scale adapted from the scale originally developed
by De Witte (2000) which has been further validated by Vander Elst, De Witte and De Cuyper
(2014). The scale consists of four items which include “I feel insecure about the future of my job”.

Turnover Intention

The turnover intention is measured using a three items scale adapted from the scale developed by
Camman, Fichman, Jenkins, and Klesh (1979) which consists of asking about job choice. Sample
item of turnover intention scale is “It is very possible that I will look for a new job next year”.

Preliminary Analysis
In this study, the impact of abusive supervision on turnover intention is measured with the
moderating roles of leader-member exchange and job insecurity.

Data Analysis

In this study, following tests/procedures have been performed using SPSS 20

 Identification and Treatment of Missing Values
 Outliers Analysis using Stem and Leaf Plot
 Normality Test using Histogram/Pi Plot and Skewness/Kurtosis Analysis
 Descriptive Statistics and Correlation
 Mediation Analysis

Descriptive Statistics and Correlation

Table 1: Mean, Standard Deviation, Reliability & Correlation

Var Mean SD α 1 2 3 4
1- AS 3.21 0.37 0.74 1
2- LME 3.30 0.37 0.60 0.42** 1
3-JS 3.34 0.54 0.70 0.35** 0.31** 1
4- TI 3.20 0.60 0.78 0.22** 0.11 0.35** 1

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The values of mean, standard deviation and cronbach’s alpha are presented in Table 1. The value
show that the mean value of all the variables are well above neutral. It means that respondents
were near to agree regarding their perception of Abusive supervision (Mean= 3.21), Leader-
Member exchange (Mean= 3.30), Job Insecurity (Mean= 3.34) and Turnover intention (Mean=
3.20). Following the instructions of ABC (year) regarding the reliability, the values in Table 1 are
well above the standard value of 0.60, it means that all the scales have reliability. Further,
correlation among variables was studied and Abusive Supervision was noted to have positive and
significant correlation with Leader-Member Exchange (r=0.42, p<0.01), Job Satisfaction (r=0.35,
p<0.01) and Turnover Intention (r=0.22, p<0.01). Similarly, Leader-Member exchange was noted
to have positive and significant correlation with Job Satisfaction (r=0.31, p<0.01) but positive and
insignificant correlation with turnover intention (r=0.11, p>0.05). Job satisfaction is also found to
have a positive and significant correlation with Turnover Intention (r=0.35, p<0.01).

Hypotheses Testing
Table 2: Hypotheses Testing through Regression

Relations R2 SD α 1
AS-->LME 3.21 0.37 0.74 1
AS-->JS 3.30 0.37 0.60 0.42**
AS-->TI 3.34 0.54 0.70 0.35**
LME-->TI 3.34 0.54 0.70 0.35**
JS-->TI 3.34 0.54 0.70 0.35**

Table 2: Hypotheses Testing through Regression

Relations R2 β p Results
AS-->LME 0.18 0.42 0 Supported
AS-->JS 0.12 0.51 0 Supported
AS-->TI 0.05 0.35 0 Supported
LME-->TI 0.01 0.18 0 Supported
JS-->TI 0.12 0.39 0 Supported
Note: AS= Abusive Supervision, LME=Leader-Member Exchange, JS= Job
Insecurity, TI= Turnover Intention, α=Cronbach's Alpha SD= Standard
Deviation, **P<0.01 and *P< 0.05

The study comprised of 5 hypotheses where first hypothesis was to examine the impact of Abusive
Supervision on Leader-Member exchange. The values in Table 2 show that Abusive Supervision

8
has a positive and significant impact on Leader-Member Exchange (β= 0.42, p<0.01) which
indicates that H1 is accepted.

Similarly, the second hypothesis was to examine the impact of Abusive Supervision on Job
Insecurity and the values show that Abusive Supervision has a positive and significant impact on
Job Insecurity (β= 0.12, p<0.01) which indicates that H2 is accepted.

Third hypothesis was to examine the impact of Abusive Supervision on Turnover intention and
the values show that Abusive Supervision also has a positive and significant impact on Turnover
Intention (β= 0.35, p<0.01) which indicates that H3 is accepted.

The fourth hypothesis was to examine the impact of Leader-Member exchange on Turnover
intention. The above values show that Leader-member exchange has a positive and significant
impact on Turnover intention (β= 0.18, p<0.01) which indicates that H4 is accepted.

The fifth hypothesis was to examine the impact of Job insecurity on Turnover intention. The above
values show that Job insecurity has a positive and significant impact on Turnover intention (β=
0.39, p<0.01) which indicates that H5 is accepted.

Mediation Analysis (Hierarchical regression)

Mediation Analysis of Leader-Member Exchange

Table 3: Mediating Analysis for LME

M1 M2 M3
Variables
(β) (β) (β)
Control Variable
Age -0.12 0.11 -0.11
Qualification -0.01 0 0
Gender 0.06 0.05 0.05
Experience 0.03 0.01 0.02
Independent Variable
AS 0.335** 0.30**
Mediating Variable
LME 0.06
R2 0.03 0.07 0.07
ΔR2 0.04 0

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Mediation Analysis method of Baron and Kenny (1986) is used in this study to examine the
mediating role of Leader-Member exchange between Abusive Supervision and Turnover intention.
Firstly, the three basic assumptions are checked which are as follows

1. There must be a significant association between Independent Variable and Dependent

Variable
2. There must be a significant association bePage 10 of 15Page 10 of 15tween Independent
Variable and Mediating Variable
3. There must be a significant association between Mediating Variable and Dependent
Variable

The study followed Hierarchical regression in three steps. Firstly, control variables (demographic
variables) were added to control the effect of all the demographical variables. In second step,
Abusive Supervision was observed to have a significant impact on Turnover intention (β= 0.35,
p<0.01). In the third step, Leader-member exchange was regressed with Turnover intention and
noted insignificant (β= 0.06, p>0.05). Therefore, H6 is rejected.

Mediation Analysis of Job Insecurity

Table 4: Mediating Analysis for JS

Variables M1 (β) M2 (β) M3 (β)
Control Variable
Age -0.12 0.11 -0.08
Qualification -0.01 0.00 0.05
Gender 0.06 0.05 0.08
Experience 0.03 0.01 -0.02
Independent Variable
AS 0.33** 0.16
Mediating Variable
JS 0.35**
R2 0.03 0.07 0.15
ΔR 2 0.04 0.08
Note: AS= Abusive Supervision, JS= Job Insecurity, M1= Model-1, M2= Model-2, M3=
Model 3, **P<0.01 and *P< 0.05

Similarly, the mediating role of Job Insecurity is examined between Abusive Supervision and
Turnover intention using Mediation Analysis method of Baron and Kenny (1986) and the results
are mentioned in table 4. Firstly, the three basic assumptions (mentioned above) were checked.
10
The study again followed Hierarchical regression in three steps. Firstly, control variables
(demographic variables) were added to control the effect of all the demographical variables. In
second step, Abusive Supervision was observed to have a significant impact on Turnover intention
(β= 0.33, p<0.01). In the third step, Job Insecurity was regressed with Turnover intention and
observed a significant impact (β= 0.35, p<0.01). However, after adding job insecurity, the value
of abusive supervision becomes insignificant (β= 0.16, p>0.05). Thus, job insecurity performs the
role of full mediation between abusive supervision and turnover intention. Hence, H7 is supported.

Conclusion

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References
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Appendix-I
UNIVERSITY OF THE PUNJAB

INSTITUTE OF BUSINESS ADMINISTRATION

Questionnaire

Dear Participant,
I am a student of MBA at University of the Punjab-IBA Department. A research is being
conducted on determining the impact of Abusive supervision on turnover intentions of the
employee; with mediating role of job insecurity and leader-member exchange. Your support
is solicited in this matter by filling the questionnaire attached. Your participation will be highly
appreciated and it is ensured that all the responses provided by you will be held confidential
and will be utilized for educational aspects only.
Sincerely,
M. Faizan Ejaz

Please provide following information.

1 2
Gender Male Female

1 2 3 4 5
50 and
Age 18- 25 26–33 34-41 42-49
above

1 2 3 4 5 6
Master
Qualification Metric Inter Bachelor MS/M.Phil PhD

1 2 3 4 5 6
Experience 5 – 10 11 – 16 17 – 22 23 – 28 29 – 35 36 and above

Please tick the relevant choices: 1= Strongly disagree, 2= Disagree, 3= Neutral, 4= Agree, 5= Strongly Agree

Abusive Supervision

14
 My Boss….
1 Ridicules me 1 2 3 4 5
2 Tells me my thoughts and feelings are stupid 1 2 3 4 5
3 Gives me the silent treatment 1 2 3 4 5
4 Puts me down in front of others 1 2 3 4 5
5 Invades my privacy 1 2 3 4 5
6 Reminds me of my past mistakes and failures 1 2 3 4 5
7 Doesn’t give me credit for jobs requiring a lot of effort 1 2 3 4 5
8 Blames me to save himself/herself embarrassment 1 2 3 4 5
9 Breaks promises he/she makes 1 2 3 4 5
10 Expresses anger at me when he/she is mad for another reason 1 2 3 4 5
11 Makes negative comments about me to others 1 2 3 4 5
12 Is rude to me 1 2 3 4 5
13 Does not allow me to interact with my coworkers 1 2 3 4 5
14 Tells me I’m incompetent 1 2 3 4 5
15 Lies to me 1 2 3 4 5

Leader-Member Exchange
1 You usually know how satisfied your boss is with what you do 1 2 3 4 5
2 Your boss well understands your job problems and needs 1 2 3 4 5
3 Your boss well recognizes your potential 1 2 3 4 5
Regardless of how much formal authority he/she has built into his/her position, your boss
4 would use his/her power to help you solve problems in your work 1 2 3 4 5
Again, regardless of the amount of formal authority your boss has, he/she would “bail
5 you out,” at his/her expense 1 2 3 4 5
I have enough confidence in my boss that I would defend and justify his/her decision if
6 he/she were not present to do so 1 2 3 4 5
7 You characterizes your working relationship with your boss as effective 1 2 3 4 5

Job Insecurity
1 Chances are, I will soon lose my job 1 2 3 4 5
2 I am sure I can keep my job 1 2 3 4 5
3 I feel insecure about the future of my job 1 2 3 4 5
4 I think I might lose my job in near future 1 2 3 4 5

Turnover Intentions
1 I often think of leaving the organization. 1 2 3 4 5
2 It is very possible that I will look for a new job next year. 1 2 3 4 5
3 If I could choose again, I would choose to work for the current organization. 1 2 3 4 5

15
Title

Motivation to transfer training in learning organizations

Problem Statement

Being competitive has become mandatory for the organizations to sustain their existence in today’s era
of advanced technology and innovation (Banerajee, Gupta & Bates, 2017; Islam, Khan & Bukhari, 2016;
Islam & Tariq, 2018), and Bates and Khasawneh (2005) suggested that learning and knowledge-based
culture is one of the ways to achieve competitiveness. Silverman (2012) noted that the organizations are
spending huge ratio of their profits on the development of employees. However, according to Salas and
Kosarzycki (2003), such trainings are inadequate in achieving the desired objective of transferring the
knowledge by employees. Cormwell and Kolb (2004) studied that the ratio of transfer of learning acquired
from training is only 15% at workplace.

Promoting a learning culture in the organization is essential for urging the employees to learn and share
their knowledge at workplace (Islam, Khan & Bukhari, 2016; Islam, Khan, Ahmad & Ahmed, 2013).
Similarly, Clarke (2004) suggested that the attendees of the training should share their knowledge of the
training session with their colleagues who could not attend the training, but Cromwell and Kolb (2004)
noted that it hardly happens.

Apart from learning climate at workplace, self-efficacy also helps in transfer of training by employees
(Simosi, 2012). Self-Efficacy has been defined by Bandura (1997) as “an individual’s belief in his/her
capabilities to meet task-specific demands and to successfully carry out a particular course of action”.
Therefore, Axtell, Maitlis and Yearta (1997) noted that employees having high level of self-efficacy are
motivated to transfer their learnings, whereas employees with low level of self-efficacy will have less
intention in sharing their knowledge gained from training sessions (Switzer, Nagy & Mullins, 2005).

Islam (2019) focused on the academicians (faculty members) for which higher educational systems
arrange development programs for effective sharing of advanced subjects by faculty members with their
students and develop research studies to be published in reputed journals. Therefore, it has become a
necessity to know the advanced educational innovations like virtual simulations (Kim & Bonk, 2006), and
learning new statistical software like AMOS, SPSS etc. (Hagenson & Castle, 2003).

On the basis of experiential learning theory by Kolb (1984), drawing obtained from organizational support
theory of Eisenberger, Huntington, Hutchinson and Sowa (1986) and signaling theory of Spence (1973),
Islam (2019) argues that existence of self-efficacy, learning culture and transfer climate will help in
inspiring the faculty members in sharing their knowledge with others.

Therefore, Islam (2019) investigated the combined effect of self-efficacy, learning culture and learning
transfer climate over the educated employees’ inspiration in sharing the acquired knowledge from
training sessions.
Title

How commitment and satisfaction explain leave intention in police force?

Problem Statement

Service sectors of todays’ era are compared on the basis of continuous change, technology, competition
and creativity for which their employees are expected to deliver more than ever (Islam, Khan & Bukhari,
2016; Eldor & Harpaz, 2016). Due to which Islam and Tariq (2018) argued that the relationship of
employees with the organization has been altered as they have to emphasize more on performance of
the organization instead of individual performance. Therefore, employees are insisted to perform their
duties carefully and cooperate with their colleagues for protecting the organizational interests and
employers are urged to increase their level of commitment and work engagement (Schulz, Martin &
Meyer, 2017; Islam, Khan, Khawaja & Ahmad, 2017; Islam, Ahmed & Ali, 2018).

Apart from other service sectors, employees of police department face a more challenging environment
as they are not only expected of commitment and dedication in performing their duties but are also
supposed to follow ethical behaviors (Ahmad, Islam & Saleem, 2018). Therefore, Brodeur (1998) advised
that creative and innovative policing techniques are required to face these challenges.

Unfortunately, researchers have not frequently inspected the challenges faced by patrolling police who
are considered vital for any country (Jaramillo, Nixon & Sams, 2005). Law-enforcement organizations are
included in first five workplaces having stressful environment as they work not-for-profit (Dantzer, 1987).
Moreover, law enforcement department is considered as most distressing because the police officers are
expected to shield the community (Jaramillo, Nixon & Sams, 2005). Therefore, Ahmad, Islam and Saleem
(2018) stated that such kind of workplace requires high level of job commitment from the employees.
Suifan Diab and Abdallah (2017) and Dockel, Basson and Coetz (2006) suggested that employees having
high level of job satisfaction and commitment are less likely to leave their organizations.

Changet al. (2015) defined professional commitment as the notch to which the employee not only devote
himself to his job but also feel honored to be a part of such organization. Cohen (1999) stated that
employees having professional commitment are advantageous to both colleagues and organization, as it
is above emotional attachment (Morrow, 1983). Lu, Chang and Wu (2007) stressed that professional
commitment increases employees’ efforts towards their jobs. Serving police in Pakistan is a challenging
job as it includes physical risks because of terrorism, traffic-related issues and street crimes due to which
employees are switching their jobs resulting in a major challenge for government (Ahmad, Islam & Saleem,
2018). If professional commitment is enhanced, such talent can be retained by the organization (Ahmad,
Islam & Saleem, 2018).

Berg (1991) noted that the intention of employees to quit the job are created on the availability of
opportunity of alternate jobs. Therefore, Ahmad, Islam and Saleem (2018) focused on studying the
relationship of professional commitment along with job satisfaction on police officers with the impact of
availability of alternate jobs.
Title

Police work-family nexus, work engagement and turnover intention

Moderating role of person-job-fit

Problem Statement

Police officers are considered as safeguard of the community (Charrier, 2000). Selokar, Nimbarte, Ahana,
Gaidhane, and Wagh (2011) notified that the general public is unaware of the stress faced by police
officers every day, because of 24 h job demanding profession (Malach-Pines & Keinan, 2007). Therefore,
Karatepe (2013) and Choi and Kim (2012) noticed an imbalance exists in police’s family life and work life,
which has become a serious problem for police officers (Li, Cheung & Sun, 2018). Precisely, the two
parameters which cause an imbalance are family-work conflict and work-family conflict (Islam, Ahmad,
Ahmed & Ahmer, 2019). Netemeyer, Boles and McMurrian (1996) defined family-work conflict as “a form
of inter-role conflict in which the general demands of, time devoted to, and strain created by the family
interfere with performing work-related responsibilities,” and work-family conflict as “a form of inter-role
conflict in which the general demands of, time devoted to, and strain created by the job interfere with
performing family related responsibilities” (p. 401). Police officers’ may develop an intention to leave their
department and minimize work engagement if work-family conflict and family-work conflict exists in their
lives (Islam et al., 2019).

In the recent studies, Carter (2018) has mentioned that approximately 82 percent of employees are
looking for better job opportunities, and Islam and Tariq (2018) argued that 87 percent of employees are
not involved in assigned tasks of their organization. Edwards (1991) stated “[…] management has to
consider the importance of fit between individual’s abilities and demands of the job.” Considering the
issues of low work engagement and high turnover intention of the employees along with the opinion of
Edwards (1991), Islam et al. (2019) studied a model of person-job-fit moderating on relationships of work-
family conflict and family-work conflict, work engagement and turnover intention. Moreover, work
engagement plays a mediating role between turnover intention and conflicts.
Title

Emerging trend of coffee café in Pakistan: factors affecting revisit intention

Problem Statement

In the food and healthcare field, 80 percent of the population in the world are addicted to caffeine (Islam,
Ahmed, Ali & Ahmer, 2019). International Coffee Organization stated that 159.92m bags of coffee have
been consumed in 2017, and 174.5m bags are estimated to be consumed in 2019 (Business Recorder,
2018). Islam et al. (2019) mentioned that coffee is mostly consumed outside homes. Similarly, Sethi (2017)
further added that only 9 percent of coffee was consumed outside homes in USA which has been
increased to 46 percent in 2017, and Brown (2018) noted that 44 percent coffee was consumed outside
homes in Canada.

Likewise, consumption of coffee is also unexpectedly increasing in Pakistan which was not considered as
coffee-loving country previously (Islam et al., 2019). In the past, 91 percent of Pakistani residents favored
tea with only 8 percent preferring coffee (Gallup, 2009). Espresso cafe was launched in Pakistan in 2004
and Gloria Jean’s in 2007 which began the culture of coffee in the country (Islam et al., 2019). According
to Jamal (2017), 40 percent of cafes in Pakistan started offering coffee in 2015 because of its increasing
demand. Islam et al. (2019) argued that the cafes are experiencing a challenge of retaining their customers
and appealing them for revisit intention because of increasing competition.

Intentions are defined as likelihood of performing behavior (Ajzen, 1991). Similarly, the literature has
marked intentions as the key driver of predicting the customer’s behavior, inclusive of first-time and
onwards behaviors (Islam et al., 2019). On the other hand, the ultimate behavior of a customer is studied
on the basis of attitudes and beliefs (Wang, Sun, Lei & Toncar, 2009). In the field of food industry and
hospitality, revisit intentions have been measured by Meng and Choi (2018) through behavioral attitudes
and control and subjective norms, Ting et al., (2018) measured using perceived service quality and quality
of experience and product and Aguilar-Rojas, Fandos-Herrera and Flavián-Blanco (2015) measured using
prior experience and word of mouth. However, Meng and Choi (2018) and Aguilar-Rojas, Fandos-Herrera
and Flavián-Blanco (2015) informed that the association of involvement, interpersonal justice and
authenticity with revisit intention have rarely been explored. Apart from the study of Meng and Choi
(2018), it has been highlighted by Islam et al. (2019) that no precise study has been carried out regarding
the relationship between authenticity and revisit intentions, and explanatory mechanism between them
has never been examined previously. Therefore, Islam et al. (2019) investigated the mediating role of
involvement among relationship between authenticity and intention to revisit in a developing economy.