an article by Elfi Baillien (Research Center of Work and Organization Studies (WOS), KU Leuven, Brussels, Belgium; Department of Psychosocial Science, University of Bergen, Norway), Yannick Griep (Department of Psychology, University of Calgary, Canada), Tinne Vander Elst (Research Group Work, Organisational and Personnel Psychology (WOPP), KU Leuven, Belgium; External Service for Prevention and Protection at Work, Leuven, Belgium) and Hans De Witte (Research Group Work, Organisational and Personnel Psychology (WOPP), KU Leuven, Belgium; Optentia Research Focus Area, North West University, Vanderbijlpark, South-Africa) published in Work & Stress: An International Journal of Work, Health & Organisations Volume 33 Issue 3 (2019)
Abstract
While research has unravelled the association between organisational change and being a target of workplace bullying, scholars have still to shed light on the perpetrator perspective of this association. In the current study, we further the literature by investigating the relationship between exposure to organisational change and being a perpetrator of workplace bullying.
We introduced perceptions of psychological contract breach as a mechanism that accounts for the process in which exposure to organisational change leads employees to direct bullying behaviours to other members of the organisation.
Using three-wave longitudinal data from 1994 employees we estimated a between-subjects mediation model controlling for autoregressive effects. Results confirmed our hypothesis that exposure to organisational change at Time 1 was positively related to being a perpetrator of workplace bullying at Time 3 through perceptions of psychological contract breach at Time 2.
These findings suggest that organisations should invest in factors that lower employees’ likelihood to perceive psychological contract breach in the aftermath of organisational change because these perceptions may indeed result in the enactment of workplace bullying towards other members of the organisation.
Showing posts with label workplace_bullying. Show all posts
Showing posts with label workplace_bullying. Show all posts
Thursday, 1 August 2019
Wednesday, 22 August 2018
How Can We Handle Bullying in the Workplace?
a post by Michele Hellebuyck for the World of Psychology blog
Bullying is often considered something we think about when recalling moments from our childhood. We automatically turn to the experiences of youth in middle school or high school.
But as adults we also experience bullying, and despite a change in environment and age, the look and feel of the bullies are the same. They are individuals who have been given, and have assumed, the power to decide if you will be rewarded as an insider or mistreated as the outsider.
In the workplace, bullying behavior can often appear to be acceptable and supported by an organization’s culture or rules. Andrew Faas, the author of The Bully’s Trap: Bulling in the Workplace writes that, in most organizations, those in power are expected to have bullying traits: assertive, demanding, and detached. Additionally, he argues that whether these traits are used to intimidate or control others depends on workplace culture. Bullies grow in power in organizations where rules are unclear or optional, people are punished for speaking up, and rewards are given based on whether you are well-liked. In these work environments, one person or a set of people can behave as bullies without running into any problems.
Continue reading
Friday, 2 March 2018
Workplace bullying and employee silence: A moderated mediation model of psychological contract violation and workplace friendship
an article by Arpana Rai and Upasna A. Agarwal (National Institute of Industrial Engineering, Mumbai, India) published in Personnel Review Volume 27 Issue 2 (2018)
Abstract
Purpose
The purpose of this paper is to examine the effects of workplace bullying on employee silence (defensive, relational, and ineffectual silence), and to test the mediating role of psychological contract violation (PCV) in this relationship and the extent to which the mediation is moderated by workplace friendship.
Design/methodology/approach
Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.
Findings
Results revealed that workplace bullying positively correlated with silence (defensive, relational, and ineffectual silence). The hypothesized moderated mediation condition was supported as results suggest that PCV mediated the bullying-silence relationship and workplace friendship moderated this mediating pathway, i.e. indirect effects of workplace bullying on employee silence via PCV were weaker for employees with high workplace friendship.
Research limitations/implications
A cross-sectional design, use of self-reported questionnaires, and gender-blind perspective to examine bullying are few limitations of this study.
Practical implications
This is the first study examining employee silence in response to workplace bullying and one of the few attempts to examine employees’ passive coping strategies in response to workplace mistreatment. This study is also one of the rare attempts to examine bullying-outcomes relationship in the Indian context.
Social implications
A well-formulated and effectively implemented anti-bullying policy and management support may encourage employees to combat bullying by raising their voices against it.
Originality/value
This is the first study examining employee silence in response to workplace bullying. This study is also one of the rare attempts to examine bullying-outcomes relationship in the Indian context.
Abstract
Purpose
The purpose of this paper is to examine the effects of workplace bullying on employee silence (defensive, relational, and ineffectual silence), and to test the mediating role of psychological contract violation (PCV) in this relationship and the extent to which the mediation is moderated by workplace friendship.
Design/methodology/approach
Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.
Findings
Results revealed that workplace bullying positively correlated with silence (defensive, relational, and ineffectual silence). The hypothesized moderated mediation condition was supported as results suggest that PCV mediated the bullying-silence relationship and workplace friendship moderated this mediating pathway, i.e. indirect effects of workplace bullying on employee silence via PCV were weaker for employees with high workplace friendship.
Research limitations/implications
A cross-sectional design, use of self-reported questionnaires, and gender-blind perspective to examine bullying are few limitations of this study.
Practical implications
This is the first study examining employee silence in response to workplace bullying and one of the few attempts to examine employees’ passive coping strategies in response to workplace mistreatment. This study is also one of the rare attempts to examine bullying-outcomes relationship in the Indian context.
Social implications
A well-formulated and effectively implemented anti-bullying policy and management support may encourage employees to combat bullying by raising their voices against it.
Originality/value
This is the first study examining employee silence in response to workplace bullying. This study is also one of the rare attempts to examine bullying-outcomes relationship in the Indian context.
Friday, 10 November 2017
How to Create The Bully-Proof Workplace
a post by Charles Franklin for the Small Business Trends blog
Think your job is free from workplace bullies? Think again. A recent study found that 1 in 4 Americans experienced some form of workplace bullying in their lives. In The Bully-Proof Workplace: Essential Strategies, Tips, and Scripts for Dealing with the Office Sociopath two coaches in workplace relations guide workers through the steps to identify and defuse conflict caused by workplace bullies and create a zero-tolerance, bully-free work environment.
Continue reading
Think your job is free from workplace bullies? Think again. A recent study found that 1 in 4 Americans experienced some form of workplace bullying in their lives. In The Bully-Proof Workplace: Essential Strategies, Tips, and Scripts for Dealing with the Office Sociopath two coaches in workplace relations guide workers through the steps to identify and defuse conflict caused by workplace bullies and create a zero-tolerance, bully-free work environment.
Continue reading
Tuesday, 1 August 2017
Leadership and approaches to the management of workplace bullying
an article by Chris Woodrow (Henley Business School, University of Reading, UK) and David E Guest (School of Management and Business, Kings College London, UK) published in European Journal of Work and Organizational Psychology Volume 26 Issue 2 (2017)
Abstract
Leadership behaviour has been identified as an important antecedent of workplace bullying since managers may prevent, permit, or engage in the mistreatment of others. However, the issue of how managers respond when bullying occurs has received limited attention.
With this in mind, the aim of this study was to explore how managers behave when bullying occurs in their work group and to elucidate the contextual issues that underlie this behaviour. This was achieved through analysis of in-depth interviews with individuals involved in cases of bullying.
The findings revealed a typology of four types of management behaviour in cases of bullying, each underpinned by contextual factors at the individual, group, and organizational levels.
The study shows that the role of leadership in workplace bullying is more complex than previously thought and suggests several ways in which managers and organizations could deal with bullying behaviour.
Abstract
Leadership behaviour has been identified as an important antecedent of workplace bullying since managers may prevent, permit, or engage in the mistreatment of others. However, the issue of how managers respond when bullying occurs has received limited attention.
With this in mind, the aim of this study was to explore how managers behave when bullying occurs in their work group and to elucidate the contextual issues that underlie this behaviour. This was achieved through analysis of in-depth interviews with individuals involved in cases of bullying.
The findings revealed a typology of four types of management behaviour in cases of bullying, each underpinned by contextual factors at the individual, group, and organizational levels.
The study shows that the role of leadership in workplace bullying is more complex than previously thought and suggests several ways in which managers and organizations could deal with bullying behaviour.
Friday, 24 March 2017
Creating the Boiler Room Environment: The Job Demand-Control-Support Model as an Explanation for Workplace Bullying
Alan K. Goodboy, Matthew M. Martin, Jennifer M. Knight and Zachary Long (West Virginia University, Morgantown, USA) published in Communication Research Volume 42 Issue 2 (March 2017)
Abstract
The purpose of this study was to explain workplace bullying as a symptom of high-strain employment. The Job Demand-Control-Support (JDCS) model of work design was used to frame this study and examine workplace bullying antecedents and consequences.
Full-time American employees (N = 314) working in various organizations completed a questionnaire about their bullying experiences, working environments, and occupational outcomes. Results revealed that workplace bullying was correlated with expected negative outcomes at work (i.e., job dissatisfaction, job stress, anxiety).
In line with JDCS model predictions, employees who worked at organizations characterized by high psychological demands, low control, and low supervisor social support (i.e., an additive model) reported more workplace bullying (supporting an iso-strain hypothesis).
Results of a moderated moderation analysis revealed a significant three-way interaction between demands, control, and support (supporting a buffering hypothesis); under workplace conditions characterized by low supervisor social support, employee control over how work was completed buffered the negative effect of job demands on workplace bullying.
Supervisors, then, should consider how promoting employee autonomy and communicating social support to employees might nullify workplace conditions that encourage bullying, especially when work is particularly demanding.
Full text (PDF)
Abstract
The purpose of this study was to explain workplace bullying as a symptom of high-strain employment. The Job Demand-Control-Support (JDCS) model of work design was used to frame this study and examine workplace bullying antecedents and consequences.
Full-time American employees (N = 314) working in various organizations completed a questionnaire about their bullying experiences, working environments, and occupational outcomes. Results revealed that workplace bullying was correlated with expected negative outcomes at work (i.e., job dissatisfaction, job stress, anxiety).
In line with JDCS model predictions, employees who worked at organizations characterized by high psychological demands, low control, and low supervisor social support (i.e., an additive model) reported more workplace bullying (supporting an iso-strain hypothesis).
Results of a moderated moderation analysis revealed a significant three-way interaction between demands, control, and support (supporting a buffering hypothesis); under workplace conditions characterized by low supervisor social support, employee control over how work was completed buffered the negative effect of job demands on workplace bullying.
Supervisors, then, should consider how promoting employee autonomy and communicating social support to employees might nullify workplace conditions that encourage bullying, especially when work is particularly demanding.
Full text (PDF)
Workplace bullying complaints: lessons for “good HR practice”
an article by Bevan Catley, Kate Blackwood, Darryl Forsyth and David Tappin (Massey University, Auckland, New Zealand) and Tim Bentley (New Zealand Work Research Institute, AUT University, New Zealand) published in Personnel Review Volume 46 Issue 1 (2017)
Abstract
Purpose
Current research provides an incomplete picture of the challenges facing human resource personnel (HRP) tasked with managing a workplace bullying complaint. The purpose of this paper is to provide a holistic model of the complaint management process in order to advance the theorising of HRP’s role in this important process, and the challenges they face in undertaking it.
Design/methodology/approach
Cases of workplace bullying heard before the legal system were analysed – a novel data source in research on workplace bullying. Thematic analysis was undertaken on the case determinations to identify the challenges HRP faced that prevented the resolution of the complaint.
Findings
The analysis indicated two key phases in the complaints management process with five associated challenges. The first two challenges were related to HRP’s ability to assess the substance of the complaint. HRP’s ability or inability to “sort out” conflicting accounts and to follow the process saw the complaint follow one of three “resolution pathways”. Three further challenges were associated with HRP communicating the outcome to the complainant. Failure to overcome these challenges left the complainant aggrieved at the unfairness in which their complaint had been handled – triggering legal action.
Originality/value
This paper draws on a novel data source to provide a holistic model of the complaint management process related to workplace bullying which details the various components and challenges related to HRP throughout the process. Alongside advancing theory, this research has practical value for improving HR practice.
Abstract
Purpose
Current research provides an incomplete picture of the challenges facing human resource personnel (HRP) tasked with managing a workplace bullying complaint. The purpose of this paper is to provide a holistic model of the complaint management process in order to advance the theorising of HRP’s role in this important process, and the challenges they face in undertaking it.
Design/methodology/approach
Cases of workplace bullying heard before the legal system were analysed – a novel data source in research on workplace bullying. Thematic analysis was undertaken on the case determinations to identify the challenges HRP faced that prevented the resolution of the complaint.
Findings
The analysis indicated two key phases in the complaints management process with five associated challenges. The first two challenges were related to HRP’s ability to assess the substance of the complaint. HRP’s ability or inability to “sort out” conflicting accounts and to follow the process saw the complaint follow one of three “resolution pathways”. Three further challenges were associated with HRP communicating the outcome to the complainant. Failure to overcome these challenges left the complainant aggrieved at the unfairness in which their complaint had been handled – triggering legal action.
Originality/value
This paper draws on a novel data source to provide a holistic model of the complaint management process related to workplace bullying which details the various components and challenges related to HRP throughout the process. Alongside advancing theory, this research has practical value for improving HR practice.
Wednesday, 19 June 2013
Workplace bullying and psychological health at work: The mediating role of satisfaction of needs for autonomy, competence and relatedness
an article by Sarah-Geneviève Trépanier (Université du Québec à Montréal, Quebec, Canada) and Claude Fernet and Stéphanie Austin (Université du Québec à Trois-Rivières, Quebec, Canada) published in Work & Stress: An International Journal of Work, Health & Organisations Volume 27 Issue 2 (2013)
Abstract
The aim of this study was to investigate how exposure to workplace bullying undermines psychological health at work.
Drawing on self-determination theory, this study proposes and tests a model in which the experience of workplace bullying predicts poor psychological health at work (higher burnout and lower work engagement) through lack of satisfaction of basic psychological needs (autonomy, competence and relatedness).
The results of this study, conducted among 1,179 nurses in Quebec, Canada, provide support for the model.
Workplace bullying negatively predicted work engagement through employees’ unsatisfied needs for autonomy, competence and relatedness.
Workplace bullying also positively predicted burnout, via lack of satisfaction of employees’ need for autonomy. Invariance analysis also confirmed the robustness of the model across gender and job status. Implications for workplace bullying research and managerial practices are discussed.
Abstract
The aim of this study was to investigate how exposure to workplace bullying undermines psychological health at work.
Drawing on self-determination theory, this study proposes and tests a model in which the experience of workplace bullying predicts poor psychological health at work (higher burnout and lower work engagement) through lack of satisfaction of basic psychological needs (autonomy, competence and relatedness).
The results of this study, conducted among 1,179 nurses in Quebec, Canada, provide support for the model.
Workplace bullying negatively predicted work engagement through employees’ unsatisfied needs for autonomy, competence and relatedness.
Workplace bullying also positively predicted burnout, via lack of satisfaction of employees’ need for autonomy. Invariance analysis also confirmed the robustness of the model across gender and job status. Implications for workplace bullying research and managerial practices are discussed.
Wednesday, 17 April 2013
Political skill and the job performance of bullies
an article by Darren C. Treadway and Maiyuwai Reeves (State University of New York at Buffalo, New York, USA), Brooke A. Shaughnessy, (Technical University of Munich, Germany), Jacob W. Breland (Youngstown State University, Ohio, USA) and Jun Yang (Renmin University of China, Beijing) published in Journal of Managerial Psychology Volume 28 Issue 3 (2013)
Abstract
Purpose
Recent studies suggest that 84 percent of employees are affected in some manner by workplace bullies. The current study aims to integrate theory from social information processing and political skill to explain how bullies can successfully navigate the social and political organisational environment and achieve higher ratings of performance.
Design/methodology/approach
A questionnaire, archival performance data, and social networks methodology were employed in a health services organisation in order to capture the individual differences and social perception of bullies in the workplace.
Findings
While victims are usually targeted due to their social incompetence, on some occasions bullies can possess high levels of social ability. Due to their social competence, they are able to strategically abuse coworkers and yet be evaluated positively by their supervisor.
Research limitations/implications
This study is the first attempt to measure the high performance of bullies who thrive in the workplace. Future research could investigate the ways in which bullies select their targets and the role of an abusive organisational climate in their subsequent effectiveness.
Practical implications
Companies and researchers should consider how organisational interventions could serve to balance bullying behavior in a manner that limits deviant behavior while rewarding high performers.
Originality/value
The current paper applies a social effectiveness framework (social information processing (SIP)) as a lens through which to explain bullies who maintain high levels of performance ratings. The application of this theory to bullying leads to a functional perspective of workplace deviance.
Abstract
Purpose
Recent studies suggest that 84 percent of employees are affected in some manner by workplace bullies. The current study aims to integrate theory from social information processing and political skill to explain how bullies can successfully navigate the social and political organisational environment and achieve higher ratings of performance.
Design/methodology/approach
A questionnaire, archival performance data, and social networks methodology were employed in a health services organisation in order to capture the individual differences and social perception of bullies in the workplace.
Findings
While victims are usually targeted due to their social incompetence, on some occasions bullies can possess high levels of social ability. Due to their social competence, they are able to strategically abuse coworkers and yet be evaluated positively by their supervisor.
Research limitations/implications
This study is the first attempt to measure the high performance of bullies who thrive in the workplace. Future research could investigate the ways in which bullies select their targets and the role of an abusive organisational climate in their subsequent effectiveness.
Practical implications
Companies and researchers should consider how organisational interventions could serve to balance bullying behavior in a manner that limits deviant behavior while rewarding high performers.
Originality/value
The current paper applies a social effectiveness framework (social information processing (SIP)) as a lens through which to explain bullies who maintain high levels of performance ratings. The application of this theory to bullying leads to a functional perspective of workplace deviance.
Tuesday, 16 April 2013
“Is this bullying?” Understanding target and witness reactions
an article by Al-Karim Samnani, (York University, Toronto, Canada) published in Journal of Managerial Psychology Volume 28 Issue 3 (2013)
Abstract
Purpose
This paper seeks to theorize the interpretations and reactions of targets and witnesses to subtle forms of bullying.
Design/methodology/approach
A theoretical approach was used to understand target and witness interpretations and reactions. Learned helplessness theory and social influence theory are drawn upon.
Findings
This paper revealed that subtle forms of bullying behaviors will be more likely to induce confusion from both targets and witnesses. Targets will tend to be more confused in response to subtle bullying and attribute environmental factors for the behaviors. This will decrease their likelihood to react against the bullying. Witnesses will also experience greater confusion and will tend to side with the perpetrator, particularly when the perpetrator is an important organizational member (e.g. supervisor). Witnesses may internalize the behaviors, leading to greater permeability of the bullying through the organization.
Originality/value
This paper sheds light on two important and under-researched aspects of workplace bullying, i.e. subtle bullying behaviors and witnesses of bullying. This paper counter-intuitively suggests that subtle bullying behaviors may in fact be more harmful to targets than explicit bullying behaviors. Also, witnesses may represent a “dark side” of bullying in which they enable the bullying to be increasingly difficult to defend against. This contributes to our understanding of the intensification of bullying.
Abstract
Purpose
This paper seeks to theorize the interpretations and reactions of targets and witnesses to subtle forms of bullying.
Design/methodology/approach
A theoretical approach was used to understand target and witness interpretations and reactions. Learned helplessness theory and social influence theory are drawn upon.
Findings
This paper revealed that subtle forms of bullying behaviors will be more likely to induce confusion from both targets and witnesses. Targets will tend to be more confused in response to subtle bullying and attribute environmental factors for the behaviors. This will decrease their likelihood to react against the bullying. Witnesses will also experience greater confusion and will tend to side with the perpetrator, particularly when the perpetrator is an important organizational member (e.g. supervisor). Witnesses may internalize the behaviors, leading to greater permeability of the bullying through the organization.
Originality/value
This paper sheds light on two important and under-researched aspects of workplace bullying, i.e. subtle bullying behaviors and witnesses of bullying. This paper counter-intuitively suggests that subtle bullying behaviors may in fact be more harmful to targets than explicit bullying behaviors. Also, witnesses may represent a “dark side” of bullying in which they enable the bullying to be increasingly difficult to defend against. This contributes to our understanding of the intensification of bullying.
Monday, 15 April 2013
Workplace bullying after whistleblowing: future research and implications
an article by Brita Bjørkelo, (Norwegian Police University College, Oslo, Norway and University of Bergen, Norway) published in Journal of Managerial Psychology Volume 28 Issue 3 (2013)
Abstract
Purpose
This paper aims to present directions for future research by linking the academic fields of workplace bullying and whistle-blowing together. This article also suggests implications as to how to deal with the health consequences that can develop after such workplace experiences.
Design/methodology/approach
The paper describes empirical research on the link between whistle-blowing and workplace bullying, and suggests how to deal with the health consequences that develop in relation to workplace bullying after whistle-blowing.
Findings
Empirical research has documented the link between whistle-blowing and workplace bullying and the devastating effects on health that may follow (e.g. depression and symptoms analogous to post traumatic stress). Implications for practice are as follows: first, to provide clear examples of unwanted workplace behaviour; and second, to help clinicians to gain a balance between the client's need to re-tell and the need for psychological treatment.
Research limitations/implications
Future studies on workplace bullying are encouraged to be aware of the link to potential previous whistle-blowing, and to study therapeutic interventions for employees exposed to bullying, and who also have reported wrongdoing at work.
Practical implications
The practical implications are to provide clear examples of unwanted workplace behaviour, and to balance the need for re-telling against the need for treatment for possible depression and trauma.
Originality/value
This paper provides valuable information for researchers, practitioners and clinicians in the field of workplace behaviour in general and in the field of managerial psychology in particular.
Abstract
Purpose
This paper aims to present directions for future research by linking the academic fields of workplace bullying and whistle-blowing together. This article also suggests implications as to how to deal with the health consequences that can develop after such workplace experiences.
Design/methodology/approach
The paper describes empirical research on the link between whistle-blowing and workplace bullying, and suggests how to deal with the health consequences that develop in relation to workplace bullying after whistle-blowing.
Findings
Empirical research has documented the link between whistle-blowing and workplace bullying and the devastating effects on health that may follow (e.g. depression and symptoms analogous to post traumatic stress). Implications for practice are as follows: first, to provide clear examples of unwanted workplace behaviour; and second, to help clinicians to gain a balance between the client's need to re-tell and the need for psychological treatment.
Research limitations/implications
Future studies on workplace bullying are encouraged to be aware of the link to potential previous whistle-blowing, and to study therapeutic interventions for employees exposed to bullying, and who also have reported wrongdoing at work.
Practical implications
The practical implications are to provide clear examples of unwanted workplace behaviour, and to balance the need for re-telling against the need for treatment for possible depression and trauma.
Originality/value
This paper provides valuable information for researchers, practitioners and clinicians in the field of workplace behaviour in general and in the field of managerial psychology in particular.
Thursday, 13 December 2012
Bullying Allegations from the Accused Bully’s Perspective
an article by Moira F. Jenkins, Helen Winefield and Aspa Sarris (University of Adelaide, South Australia) and Dieter Zapf (University of Goethe-Frankfurt am Main, Germany) published in British Journal of Management
Volume 23 Issue 4 (December 2012)
Abstract
Research on workplace bullying to date has relied predominantly on self-reports from targets and bystanders, largely ignoring the contributions of other stakeholders such as the alleged perpetrator.
This study aims to close this gap by focusing on the perspectives of the alleged perpetrator and examining the background of the bullying allegations, the types of behaviours labelled as bullying and the perpetrator’s justification of their behaviours.
Twenty-four managers who were accused of workplace bullying were interviewed for this study, and a thematic analysis of the interview transcripts was undertaken. Many participants reported a highly stressful workplace, including ambiguous roles, staff shortages and high levels of conflict, as well as inappropriate social behaviours being carried out by others in addition to themselves.
A number of participants viewed themselves as targets of bullying by their staff, and others defended their behaviour as legitimate performance management.
Abstract
Research on workplace bullying to date has relied predominantly on self-reports from targets and bystanders, largely ignoring the contributions of other stakeholders such as the alleged perpetrator.
This study aims to close this gap by focusing on the perspectives of the alleged perpetrator and examining the background of the bullying allegations, the types of behaviours labelled as bullying and the perpetrator’s justification of their behaviours.
Twenty-four managers who were accused of workplace bullying were interviewed for this study, and a thematic analysis of the interview transcripts was undertaken. Many participants reported a highly stressful workplace, including ambiguous roles, staff shortages and high levels of conflict, as well as inappropriate social behaviours being carried out by others in addition to themselves.
A number of participants viewed themselves as targets of bullying by their staff, and others defended their behaviour as legitimate performance management.
Monday, 19 November 2012
Outcomes of exposure to workplace bullying: A meta-analytic review
Morten Birkeland Nielsen (National Institute of Occupational Health, Oslo, Norway and University of Bergen, Norway) and Ståle Einarsen (University of Bergen, Norway) published in Work & Stress: An International Journal of Work, Health & Organisations
Volume 26 Issue 4 (November 2012)
Abstract
This paper reports results from two meta-analyses of the potential individual-level outcomes of exposure to workplace bullying.
After introducing a theoretical framework for the possible relationships between bullying and outcomes, Study 1 summarizes 137 cross-sectional effect sizes from 66 independent samples (N=77,721). The findings show that exposure to bullying is associated with both job-related and health- and well-being-related outcomes, such as mental and physical health problems, symptoms of post-traumatic stress, burnout, increased intentions to leave, and reduced job satisfaction and organizational commitment. Non-significant or weak associations were established for absenteeism, performance, self-perceptions, and sleep.
Study 2 examines longitudinal relationships between bullying and mental health and absenteeism, respectively. Based on prospective associations from 13 samples (N=62,916), workplace bullying influenced mental health problems over time, while baseline mental health problems were associated with a similar increased risk of subsequent reports of exposure to bullying. The long-term effect of exposure to bullying on absenteeism was rather weak. To summarize, the two meta-analyses provide robust evidence for the detrimental effects of workplace bullying that are in line with the theoretical framework presented.
The findings have implications for the development of strategies against bullying. Directions for future research are discussed.
Abstract
This paper reports results from two meta-analyses of the potential individual-level outcomes of exposure to workplace bullying.
After introducing a theoretical framework for the possible relationships between bullying and outcomes, Study 1 summarizes 137 cross-sectional effect sizes from 66 independent samples (N=77,721). The findings show that exposure to bullying is associated with both job-related and health- and well-being-related outcomes, such as mental and physical health problems, symptoms of post-traumatic stress, burnout, increased intentions to leave, and reduced job satisfaction and organizational commitment. Non-significant or weak associations were established for absenteeism, performance, self-perceptions, and sleep.
Study 2 examines longitudinal relationships between bullying and mental health and absenteeism, respectively. Based on prospective associations from 13 samples (N=62,916), workplace bullying influenced mental health problems over time, while baseline mental health problems were associated with a similar increased risk of subsequent reports of exposure to bullying. The long-term effect of exposure to bullying on absenteeism was rather weak. To summarize, the two meta-analyses provide robust evidence for the detrimental effects of workplace bullying that are in line with the theoretical framework presented.
The findings have implications for the development of strategies against bullying. Directions for future research are discussed.
Friday, 16 November 2012
Rethinking Workplace Bullying as an Employment Relations Problem
an article by Jacquie Hutchinson (The University of Western Australia) published in JIR (The Journal of Industrial Relations) Volume 54 Number 5 (November 2012)
Abstract
Over the past three decades, a growing body of international literature points to a relationship between workplace bullying and certain changes to organisational and employment policies. Some of these changes include an increase in precarious employment, greater workloads, restructuring and downsizing, and the reduction in third-party intervention in workplace relations.
However, while governments and many organisations have introduced policies in response to workplace bullying, there is little evidence that they have been successful in either the prevention or resolution of the problem. This article explores reasons for this apparent policy failure by reviewing workplace bullying literature and using data collected from interviews with policy actors in Australian public sector organisations.
What emerges from these analyses is that prevailing theorisations and policy definitions emphasise the individual aspects of bullying and overlook the significance of organisational, employment and cultural factors.
The article argues that narrow explanations of workplace bullying limit the capacity of policies to prevent or resolve the problem. Finally, the article concludes by suggesting that a multidisciplinary approach to understanding workplace bullying as a work and employment relations issue is a fundamental step in its prevention.
Abstract
Over the past three decades, a growing body of international literature points to a relationship between workplace bullying and certain changes to organisational and employment policies. Some of these changes include an increase in precarious employment, greater workloads, restructuring and downsizing, and the reduction in third-party intervention in workplace relations.
However, while governments and many organisations have introduced policies in response to workplace bullying, there is little evidence that they have been successful in either the prevention or resolution of the problem. This article explores reasons for this apparent policy failure by reviewing workplace bullying literature and using data collected from interviews with policy actors in Australian public sector organisations.
What emerges from these analyses is that prevailing theorisations and policy definitions emphasise the individual aspects of bullying and overlook the significance of organisational, employment and cultural factors.
The article argues that narrow explanations of workplace bullying limit the capacity of policies to prevent or resolve the problem. Finally, the article concludes by suggesting that a multidisciplinary approach to understanding workplace bullying as a work and employment relations issue is a fundamental step in its prevention.
Wednesday, 24 October 2012
Workplace bullying and organizational culture in a post-transitional country
an article by Merle Tambur (Tallinn University of Technology, Estonia) and Maaja Vadi (University of Tartu, Estonia) published in International Journal of Manpower Volume 33 Issue 7 (2012)
Abstract
Purpose
The aim of the study is to explore how organizational culture influences occurrences of workplace bullying in Estonia as a post-transitional country. Another objective is to produce comprehensive empirical evidence of bullying in the specific cultural context.
Design/methodology/approach
The survey is based on the internationally well-known research instrument, the Negative Acts Questionnaire Revised (NAQ-R) (Mikkelsen and Einarsen) and the Questionnaire of Organizational Culture (QOC) (Vadi et al.).
Findings
Victims of bullying: 22 percent – at least one negative act per week; 9.3 percent – at least two negative acts per week; 0.6 percent – by definition (several times per week or daily); 8 percent – by definition (occasionally). The results reveal a clear negative relationship between bullying and task and relationship orientation of organizational culture.
Practical implications
The present study indicates clear factors at the organizational level where the preventive actions are needed to diminish the negative impact of bullying on employee's well-being and encourages a discussion and further studies of workplace bullying in post-transitional countries.
Originality/value
In Estonia and in other post-transitional countries workplace bullying has not yet been studied closely. This study provides a comprehensive approach of workplace bullying related to organizational culture in a post-transitional country.
Abstract
Purpose
The aim of the study is to explore how organizational culture influences occurrences of workplace bullying in Estonia as a post-transitional country. Another objective is to produce comprehensive empirical evidence of bullying in the specific cultural context.
Design/methodology/approach
The survey is based on the internationally well-known research instrument, the Negative Acts Questionnaire Revised (NAQ-R) (Mikkelsen and Einarsen) and the Questionnaire of Organizational Culture (QOC) (Vadi et al.).
Findings
Victims of bullying: 22 percent – at least one negative act per week; 9.3 percent – at least two negative acts per week; 0.6 percent – by definition (several times per week or daily); 8 percent – by definition (occasionally). The results reveal a clear negative relationship between bullying and task and relationship orientation of organizational culture.
Practical implications
The present study indicates clear factors at the organizational level where the preventive actions are needed to diminish the negative impact of bullying on employee's well-being and encourages a discussion and further studies of workplace bullying in post-transitional countries.
Originality/value
In Estonia and in other post-transitional countries workplace bullying has not yet been studied closely. This study provides a comprehensive approach of workplace bullying related to organizational culture in a post-transitional country.
Tuesday, 23 October 2012
The impact of role stressors on workplace bullying in both victims and perpetrators, controlling for personal vulnerability factors: A longitudinal analysis
an article by Cristian Balducci (University of Bologna, Italy), Monica Cecchin (ULSS Asolo, Asolo, Italy) and Franco Fraccaroli (University of Trento, Italy) published in Work & Stress Volume 26 Issue 3 (July 2012)
Abstract
Although it has been suggested that a poor work environment can be related to the incidence of bullying, little work with robust research designs has been conducted on the matter.
By drawing on the concept of hindrance stressors and using a longitudinal research design, we investigated whether role conflict and role ambiguity predicted being a victim of bullying twelve months later, over and above personal vulnerability factors.
With a parallel analysis we also investigated whether the same role stressors predicted the enactment of bullying. The sample consisted of 234 employees of a National Health Service agency in Italy, including medical, nursing and administrative staff.
The results indicated that role conflict positively affected both being bullied and bullying enactment, with personal vulnerability (reporting a doctor’s diagnosis of depression at baseline) affecting only the first of the two outcomes. However, some evidence also emerged of reciprocal relationships between role stressors and bullying.
Directions for future research on the relations between working conditions and bullying are discussed.
Abstract
Although it has been suggested that a poor work environment can be related to the incidence of bullying, little work with robust research designs has been conducted on the matter.
By drawing on the concept of hindrance stressors and using a longitudinal research design, we investigated whether role conflict and role ambiguity predicted being a victim of bullying twelve months later, over and above personal vulnerability factors.
With a parallel analysis we also investigated whether the same role stressors predicted the enactment of bullying. The sample consisted of 234 employees of a National Health Service agency in Italy, including medical, nursing and administrative staff.
The results indicated that role conflict positively affected both being bullied and bullying enactment, with personal vulnerability (reporting a doctor’s diagnosis of depression at baseline) affecting only the first of the two outcomes. However, some evidence also emerged of reciprocal relationships between role stressors and bullying.
Directions for future research on the relations between working conditions and bullying are discussed.
Wednesday, 15 August 2012
It’s Complicated Defining Workplace Bullying From the Human Resource Professional’s Perspective
an article by Renee L. Cowan (University of Texas at San Antonio, USA) published in Management Communication Quarterly Volume 26 Number 3 (August 2012)
Abstract
Human resource (HR) departments are typically tasked with hiring, firing, training, managing, and handling other personnel issues.
HR professionals carry out many important organizational initiatives, including dealing with employee disputes, serving as a liaison between the employee and the organization, and drafting and enforcing organizational policies and procedures (Bohlander & Snell; Lewis & Rayner).
One issue that has started to garner more attention in organizations across the globe and among HR professionals is the communication phenomenon of workplace bullying.
Generally, academic researchers describe workplace bullying as an extreme, negative, and persistent form of workplace emotional abuse achieved primarily through verbal and nonverbal communication (Keashly & Jagatic; Lutgen-Sandvik).
For HR professionals, the definition of workplace bullying could be much more complex. As workplace bullying is abuse primarily achieved through negative communication, communication researchers seem well suited to explore how HR professionals make sense of this issue.
Hazel’s comment:
One of the issues I have come across quite a lot recently is dealing with bullying in companies where there is no HR department, or even an HR person.. There is also the problem of the boss being the person who is doing the bullying. Whilst the obvious answer is “get another job” that is, as job-seekers will tell you quite readily, easier said than done.
Abstract
Human resource (HR) departments are typically tasked with hiring, firing, training, managing, and handling other personnel issues.
HR professionals carry out many important organizational initiatives, including dealing with employee disputes, serving as a liaison between the employee and the organization, and drafting and enforcing organizational policies and procedures (Bohlander & Snell; Lewis & Rayner).
One issue that has started to garner more attention in organizations across the globe and among HR professionals is the communication phenomenon of workplace bullying.
Generally, academic researchers describe workplace bullying as an extreme, negative, and persistent form of workplace emotional abuse achieved primarily through verbal and nonverbal communication (Keashly & Jagatic; Lutgen-Sandvik).
For HR professionals, the definition of workplace bullying could be much more complex. As workplace bullying is abuse primarily achieved through negative communication, communication researchers seem well suited to explore how HR professionals make sense of this issue.
Hazel’s comment:
One of the issues I have come across quite a lot recently is dealing with bullying in companies where there is no HR department, or even an HR person.. There is also the problem of the boss being the person who is doing the bullying. Whilst the obvious answer is “get another job” that is, as job-seekers will tell you quite readily, easier said than done.
Monday, 23 July 2012
Workplace bullying: consequences, causes and controls (part one)
an article by Steven H. Appelbaum (John Molson School of Business-Concordia University, Montreal), Gary Semerjian (PepsiCo Canada, Montreal) and Krishan Mohan (Pratt & Whitney, Canada, Montreal) published in Industrial and Commercial Training Volume 44 Issue 4 (2012)
Abstract
Purpose
The aim is to examine what is workplace bullying and its consequences, causes and as well as to offer managers control systems on how to counter, reduce or eliminate it as the scale of bullying in the workplace is quite alarming. It is estimated that 1.7 million Americans and 11 percent of British workers experienced bullying at work in the last six months. Until now the topic has many problems identified but limited solutions. This article attempts to close that gap.
Design/methodology/approach
The two part article begins with a review of definitions and descriptions of workplace bullying. Next, an exploratory look at the consequences of workplace bullying is presented and demonstrates its impact on victims and organizations. Moreover, a summary of potential sources is exposed ranging from personality traits to organizational constructs. Finally, the article approaches three organizational strategies that have been proven to act as control systems towards workplace bullying.
Findings
It was found that transformational and ethical leadership are both very effective tools for managers to counter workplace bullying and that the instauration of an ethical climate in the workplace appears to be the most effective in avoiding workplace bullying from forming.
Research limitations/implications
The article does not compare the control systems against one another and does not explore the effectiveness of bullying predictors.
Originality/value
The article offers a comprehensive approach in understanding workplace bullying, its causes and its consequences. As well, it offers tools to managers on control systems designed to counter it. The topic is quite new in the literature and very relevant in terms of incidents that are repeated in the popular press but limited in terms of research articles.
Hazel’s comment:
I’ve looked and looked but, to date, part two has eluded me.
Abstract
Purpose
The aim is to examine what is workplace bullying and its consequences, causes and as well as to offer managers control systems on how to counter, reduce or eliminate it as the scale of bullying in the workplace is quite alarming. It is estimated that 1.7 million Americans and 11 percent of British workers experienced bullying at work in the last six months. Until now the topic has many problems identified but limited solutions. This article attempts to close that gap.
Design/methodology/approach
The two part article begins with a review of definitions and descriptions of workplace bullying. Next, an exploratory look at the consequences of workplace bullying is presented and demonstrates its impact on victims and organizations. Moreover, a summary of potential sources is exposed ranging from personality traits to organizational constructs. Finally, the article approaches three organizational strategies that have been proven to act as control systems towards workplace bullying.
Findings
It was found that transformational and ethical leadership are both very effective tools for managers to counter workplace bullying and that the instauration of an ethical climate in the workplace appears to be the most effective in avoiding workplace bullying from forming.
Research limitations/implications
The article does not compare the control systems against one another and does not explore the effectiveness of bullying predictors.
Originality/value
The article offers a comprehensive approach in understanding workplace bullying, its causes and its consequences. As well, it offers tools to managers on control systems designed to counter it. The topic is quite new in the literature and very relevant in terms of incidents that are repeated in the popular press but limited in terms of research articles.
Hazel’s comment:
I’ve looked and looked but, to date, part two has eluded me.
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