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Workplace violence and workplace aggression: Evidence on their relative frequency and potential causes

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  • Oklahoma state university stillwater
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... According to Greenberg and Barling (1999), workplace aggression encompasses all behavior by which individuals seek to harm their coworkers or organizations. In this perspective, any deliberate harm in the workplace would qualify as aggressiveness (Baron and Neuman, 1996). Aggression can take various forms, from overt expressions against a person, whether verbally or physically, to covert actions carried out in secret with the intention of causing harm (Spector, 1978). ...
... According to Tagiuri et al. (1968), organizational climate is a long-lasting feature of an organization's internal environment that is experienced by its members, shapes their behavior, and can be characterized by a particular set of attributes. Various organizational factors such as organizational change (Baron and Neuman, 1996), hierarchical structure, inadequate communication (Leymann, 1996), job insecurity (Barling, 1996), perceived injustice (Beugr e, 2005a, b;Kennedy et al., 2004;Martinko and Zellars, 1998;Spector, 1975), culture of silence (Munobwa et al., 2023), organizational safety climate (Prussia et al., 2003), and violence prevention climate Kessler et al., 2008) have been found to impact aggression and violence in the workplace. ...
... There is evidence to support the hypothesis that aggressive behavior breeds more aggressive behavior (Andersson and Pearson, 1999). Minor types of aggression, such as a verbal slight, can spark conflicts that snowball into a spiral of increasingly severe forms of aggression (Baron and Neuman, 1996). While not all disagreements result in acts of aggression, each act of aggression can be seen as an escalation of an uncontrolled conflict. ...
Article
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Purpose This study examines the impact of interpersonal conflict on workplace aggression. Moreover, the moderating role in the association between interpersonal conflict and workplace aggression has been examined. Design/methodology/approach The research is grounded on the cognitive appraisal theory, which posits that interpersonal conflict contributes to aggression in the workplace. A sample of n = 250 employees from the steel industry in India was selected in two waves. The authors utilized Hayes' PROCESS macro v4.1 for path analysis. Findings The research reveals that interpersonal conflict is positively and significantly related to workplace aggression. Moreover, organizational climate is negatively associated with workplace aggression. The moderation analysis has revealed that organizational climate negatively moderates the relationship between interpersonal conflict and workplace aggression. Practical implications This study suggests that recognizing the significance of the organizational climate, companies can proactively curtail the progression of disputes into hostile behaviors. Nurturing a positive workplace climate becomes paramount, as it acts as a buffer against conflict escalation. Educating both staff and managers about the diverse forms of aggression and implementing appropriate protocols to address such behaviors are crucial steps toward fostering a positive climate. Originality/value This study provides new insights into the existing literature on workplace aggression, interpersonal conflict and organizational climate for future research.
... 821). It may be unplanned or premeditated (Anderson & Bushman, 2002), verbal or physical, direct or indirect, active or passive (Buss, 1961;Baron & Neuman, 1996). Non-physical violence can be psychological violence (Chappell & De Martino, 2005). ...
... There are eight types of workplace aggression based on Buss' (1961) categorization and later used by Baron and Neuman (1996), which are presented in Table 1 below. These types are based on the traditional notion of sabotage involving two people or a person and physical surroundings. ...
... Physical attack, destruction directly on a target. Source: Baron & Neuman (1996) The costs related to information sabotage are estimates at best due to its often covert nature and the inability to directly trace a loss to anyone or any specific type of sabotage. Overt sabotage losses, such as those coming from the physical destruction of equipment, systems, software, etc., are traceable, but insidious forms of sabotage, such as misrouting information, are difficult if not impossible to accurately measure or estimate the losses. ...
Article
A pilot study investigating information sabotage found most responding managers and senior executives polled feel that most forms of sabotage are considered as grounds for termination. Respondents know sabotage occurs in their companies and many personally know someone who has committed sabotage. One in five respondents reported having been a victim, half know employees who have been victimized and a third know of other managers and customers who have been victimized. Findings are discussed. Firm size was not related to occurrence, attitudes or victimization rate.
... As a counterproductive work behavior, workplace aggression is defined in different ways, as well. Baron and Neuman (1996) define it as "individuals" attempts to harm people or the organization, they work or worked". According to Rai (2002) "every aggressive act, physical assault, threat or compulsive behavior which may cause physical or emotional harm is workplace aggression". ...
... Kaukainen et al. (2001) showed that covert aggression had significantly higher scores both in observed and experienced aggression. Similarly, Baron and Neuman (1996) found that verbal and passive workplace aggression-which was included in covert type in the present study-had higher levels both in observed and experienced workplace aggression than physical and active forms. Moreover, some researchers, like Baron et al (1999) had quite similar results with the present study both in covert (X =1.81) and overt workplace aggression (X =1.65). ...
... Moreover, some researchers, like Baron et al (1999) had quite similar results with the present study both in covert (X =1.81) and overt workplace aggression (X =1.65). However, in contrast with the findings of these studies, Baron and Neuman (1996) observed that direct aggression had significantly higher scores than indirect aggression. In short, despite violating studies, aggression literature has a wide consensus that covert workplace aggression is observed more than overt aggression. ...
Article
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In this study, it was aimed to examine teachers" workplace aggression behaviors and organizational justice perceptions and test the predictive effect of organizational justice on workplace aggression. Designed with causal comparative and correlational methods, the study had a sampling of 408 teachers, working in Kayseri and selected according to proportional stratified random sampling technique. Teachers" Workplace Aggression Scale developed by the researchers and Organizational Justice Types Scale by Kuru-Çetin (2013) were used as data collection tools. Mann-Whitney U, Kruskal Wallis, t-test, one way ANOVA, simple and multiple linear regression analyses were used in data analyses. The results showed that teachers rarely observe aggressive behaviors at school, with a higher mean of covert workplace aggression score than that of overt workplace aggression. Organizational justice perceptions were at medium level, with a higher mean of procedural justice score than that of distributive justice. The simple linear regression analysis showed that organizational justice, explaining 10% of the variance, was a significant predictor of teachers" workplace aggression behaviors. However, in the multiple linear regression it was observed that procedural justice, explaining 10% of the variance, was the only significant predictor of workplace aggression and distributive justice wasn"t a significant predictor of teachers" workplace aggression. Öz Bu çalışmanın amacı öğretmenlerin işyeri saldırganlığı davranışları ve örgütsel adalet algısını incelemek, örgütsel adaletin işyeri saldırganlığını açıklama düzeyini test etmektir. Nedensel karşılaştırma ve ilişkisel desenlerle şekillenen araştırmanın örneklemini oranlı tabakalı örnekleme yöntemiyle belirlenen ve Kayseri"de görev yapan 408 öğretmen oluşturmuştur. Veriler araştırmacılar tarafından geliştirilen "Öğretmenlerin İşyeri Saldırganlığı Ölçeği" ve Kuru-Çetin (2013) tarafından geliştirilen "Örgütsel Adalet Türleri Ölçeği" ile toplanmıştır. Veri analizlerinde Mann-Whitney U, Kruskal Wallis, t-testi, tek yönlü ANOVA, basit ve çoklu doğrusal regresyon analizleri kullanılmıştır. Sonuçlar öğretmenlerin saldırgan davranışları nadiren gözlediklerini, gizli saldırganlığın ise açık saldırganlıktan daha fazla gözlendiğini göstermiştir. Örgütsel adalet algısı orta düzeydedir ancak süreç adaletine dair algı dağıtım adaletine göre daha yüksektir. Basit doğrusal regresyon analizi, saldırganlık puanlarındaki varyasyonun %10"unu açıklayan örgütsel adaletin işyeri saldırganlığının anlamlı bir yordayıcısı olduğunu göstermiştir. Ancak çoklu doğrusal regresyon analizinde dağıtım adaletinin bu yordama düzeyine anlamlı katkısı olmadığı, asıl yordayıcının süreç adaleti olduğu görülmüştür.
... As a counterproductive work behavior, workplace aggression is defined in different ways, as well. Baron and Neuman (1996) define it as "individuals" attempts to harm people or the organization, they work or worked". According to Rai (2002) "every aggressive act, physical assault, threat or compulsive behavior which may cause physical or emotional harm is workplace aggression". ...
... Kaukainen et al. (2001) showed that covert aggression had significantly higher scores both in observed and experienced aggression. Similarly, Baron and Neuman (1996) found that verbal and passive workplace aggression-which was included in covert type in the present study-had higher levels both in observed and experienced workplace aggression than physical and active forms. Moreover, some researchers, like Baron et al (1999) had quite similar results with the present study both in covert (X =1.81) and overt workplace aggression (X =1.65). ...
... Moreover, some researchers, like Baron et al (1999) had quite similar results with the present study both in covert (X =1.81) and overt workplace aggression (X =1.65). However, in contrast with the findings of these studies, Baron and Neuman (1996) observed that direct aggression had significantly higher scores than indirect aggression. In short, despite violating studies, aggression literature has a wide consensus that covert workplace aggression is observed more than overt aggression. ...
Article
Full-text available
In this study, it was aimed to examine teachers’ workplace aggression behaviors and organizational justice perceptions and test the predictive effect of organizational justice on workplace aggression. Designed with causal comparative and correlational methods, the study had a sampling of 408 teachers, working in Kayseri and selected according to proportional stratified random sampling technique. Teachers’ Workplace Aggression Scale developed by the researchers and Organizational Justice Types Scale by Kuru-Çetin (2013) were used as data collection tools. Mann-Whitney U, Kruskal Wallis, t-test, one way ANOVA, simple and multiple linear regression analyses were used in data analyses. The results showed that teachers rarely observe aggressive behaviors at school, with a higher mean of covert workplace aggression score than that of overt workplace aggression. Organizational justice perceptions were at medium level, with a higher mean of procedural justice score than that of distributive justice. The simple linear regression analysis showed that organizational justice, explaining 10% of the variance, was a significant predictor of teachers’ workplace aggression behaviors. However, in the multiple linear regression it was observed that procedural justice, explaining 10% of the variance, was the only significant predictor of workplace aggression and distributive justice wasn’t a significant predictor of teachers’ workplace aggression. The practical and theoretical implications of the study were discussed.
... According to this theory, people's transactions are shaped by the history of their interactions. Importantly, each transaction casts a long shadow over the future of the continued exchanges between individuals (Baron & Neuman, 1996;Burger, 1986;Charness et al., 2007). Social exchange theory also posits that reciprocity governs interpersonal exchanges, such that each individual reciprocates the behaviors of another (e.g., Gouldner, 1960;Helm et al., 1972). ...
... Social exchange theory suggests that human relationships involve continuous exchanges between individuals (Andersson & Pearson, 1999;Baron & Neuman, 1996;Burger, 1986;Charness et al., 2007;Leymann, 1990;McCabe et al., 2003;Rind & Strohmetz, 1999). Individuals calculate the worth of their interpersonal exchanges by considering the rewards and costs of these exchanges in terms of the positive value or negative value they bring (Homan, 1961). ...
... As such, an alternative framework proposes that reciprocation can intensify over time (e.g., Andersson & Pearson, 1999;Baron & Neuman, 1996;Folger & Skarlicki, 1998;Hershcovis & Barling, 2010;Zand, 1972) and research has found several important factors that can explain the escalation of positive and negative reciprocity. Researchers focusing on the escalation of negative reciprocity have argued that relationships build "interpersonal heat" (Folger & Skarlicki, 1998;Greco et al., 2019) that progressively incites harsher retaliatory behavior. ...
Article
Full-text available
Reciprocity is a fundamental mechanism for sustained social relationships. Escalation-based theories suggest that reciprocity intensifies over time. In contrast, equity-based theories propose that people reciprocate behaviors in kind. We reconcile these conflicting perspectives by examining social exchanges across different cultural contexts. Using three complementary experiments, we investigate when, how, and why individuals in East Asian settings and those in North American settings differentially reciprocate positive versus negative behaviors over time. Study 1 demonstrated that in positively framed exchanges (i.e., giving) Americans escalated their reciprocity, but Singaporeans reciprocated in kind. However, in negatively framed exchanges (i.e., taking), Singaporeans escalated their reciprocity, but Americans reciprocated in kind. Study 2 replicated the results using Hong Kongers and showed that cultural differences in regulatory focus were associated with specific emotions (i.e., anxiety and happiness), which then escalated reciprocity. To establish causality, Study 3 manipulated regulatory focus within one culture and replicated the pattern of results.
... Moreover, few scholars have contributed to the literature by examining unethical acts that seek to help the organization, such as unethical pro-OB (UPB; Umphress and Bingham, 2011) or pro-social rule breaking (PSRB; Morrison, 2006). Revenge 664 614 50 15 Retaliation 882 801 97 20 Necessary evils 62 49 36 7 Unethical pro-organizational behavior 156 145 108 106 Destructive conformity 49 45 3 1 Pro-social rule breaking 54 50 5 5 Whistle blowing 285 249 30 22 Constructive deviance 310 293 21 18 Abuse toward others 1,182 800 19 4 Production deviance 287 261 22 13 Sabotage 489 444 58 19 Theft 888 758 100 23 Withdrawal 2,173 1,547 176 29 Personal aggression 2,611 1,886 60 5 Political deviance 668 630 12 2 Property deviance 369 331 17 9 Pro-group unethical behaviors 28 24 2 2 Organizational misbehaviors A number of broad terms and definitions, such as OMB (Vardi and Wiener, 1996), workplace aggression (Baron and Neuman, 1996) and organizational retaliation behaviors (Skarlicki and Folger, 1997) were introduced to comprehensively define why members misbehave in work settings. Furthermore, academic literature on the topic has been enriched with many related constructs (e.g. ...
... Some of the construct definitions explicitly suggest that intention is a critical feature in defining such behaviors [e.g. workplace aggression (Baron and Neuman, 1996); emotional abuse (Keashly, 1998)], while others ignore intention [e.g. incivility (Andersson and Pearson, 1999); ostracism (Robinson et al., 2013)]. ...
Conference Paper
Organizational misbehavior (OMB) is a complex phenomenon for researchers and a big issue for practitioners to deal with because of its vast number of individual and organizational negative outcomes, and its complexity to cope. Organization researchers and practitioners are increasingly becoming more aware of different types of work-related misbehavior by members, and their significant and costly consequences for both employees and employers. OMB can take many forms and a swarm of terms has been introduced to describe those OMBs. Our paper has attempted to review the constructs describing member misbehaviors. This study provides a comprehensive review of workplace misbehaviors and an organized picture of OMB constructs by developing a hierarchical reflective model of OMB related phenomenon and pinpoints some challenges which the literature of OMB phenomenon as well as the study of organizational behaviors have to overcome.
... In observational and interviewed research, teachers found that certain oral or non-verbal instructor actions can surpass the contact cap and be graded as maltreatment or bullying. Such verbal activities include yelling and screaming, misleading, calling derogatory names, too much critique of the instructor's job, asking nothing, isolating teachers, blackmailing and teaching blackmail, and different behaviours that include the master/servant relationship [15]. The nonverbal behaviour is seen as a failure to value the instructor and deny him/her a function without strain. ...
... In the community where teachers have to respect what representatives call for, certain people apply to tradition, staff, and bosses and others to the misunderstood power. Blase and Blase [15] proclaimed the bad personality of teachers to be intimidating teachers. Fourthly, many teachers and directors interviewed the pressure to perform in the short term. ...
Article
Full-text available
Centered on teachers' intimidation by officials, this paper (a) discusses how management incompetence favors their emergence, (b) how teachers can see it, and (c) whether or not this issue impairs teacher success. Empirical findings indicate that teacher efficiency improves with inspiration, a good environment, and not bullied or upset by principals. The results suggest that the principal cause to be blamed is the teachers' negligence. Teacher teamwork will play a part in curbing this violence. Take the time and position constraints into account for the analysis, where 15 hours of monitoring may not be enough time to analyze this kind. Furthermore, qualitative research was conducted in and out of Beirut classrooms. As a consequence, the findings of this study are generalized in the surroundings of the city.
... There is evidence that bullying is associated with negative health outcomes such as anxiety, depression, headache, and musculoskeletal problems (e.g., Baron & Neuman, 1996;Davenport et al., 1999;Einarsen & Gemzøe Mikkelsen, 2003;Kivimäki, Elovainio, & Vahtera, 2000;Kivimäki et al., 2003;Keashly, 1998;Leymann, 1990;Mikkelsen & Einarsen, 2002;Namie & Namie, 2000;Quine, 1999Quine, , 2003Tepper, 2000;Vartia, 2001). For a review of the impact of bullying and mobbing on the individual, see Einarsen and Gemzøe Mikkelsen (2003) and Moayed, Daraiseh, Shell, and Salem (2006). ...
... One in five of those who witnessed bullying considered leaving their organizations because of witnessing bullying (as cited in . With regard to the broader concept of workplace aggression, Baron and Neuman (1996) reported that workplace aggressions is more frequently witnessed than experienced, emphasizing the importance of considering the impact on the witness. ...
Chapter
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Despite a large amount of research on the impact and consequences to the individual targeted for workplace bullying, there is relatively little written about the treatment of the targets of workplace bullying. What has been written has described case studies and discussed treatment processes such as listening, validation and coping strategies. There has been more description of working with a perpetrator of workplace bullying; however, this has been from a coaching perspective rather than a counselling perspective. To our knowledge, the role of a counselling professional in providing counselling to the target and perpetrator of workplace bullying has not been fully explored. This chapter examines the roles of counselling professionals in working with both the target and the perpetrator of workplace bullying, first through the lens of the broad counselling approach and then specifically through the “contextual model” of psychotherapy developed by Wampold (e.g. 2015). We explore the workplace bullying counsellor’s roles with the target and perpetrator in developing therapeutic relationships, the creation of real relationships, issues of transference and countertransference, establishing expectations and providing an approach that teaches health-promoting behaviours. We examine these roles through a review of the extant literature and the authors’ counselling experiences. Finally, the chapter explores the importance and need for a consistent and nurturing practice of self-care.
... Y dentro de la violencia relativa a la persona se puede subclasificar a su vez en 1) reputación personal, 2) aislamiento social y respeto y 3) seguridad física. Baron & Neuman (1996) por ejemplo, identifican seis categorías, donde tres de ellas (indirectas, pasivas) hacen referencia al ambiente de la persona afectada (aislamiento, manipulación y condiciones abusivas de trabajo) mientras que las tres restantes hacen referencia a comportamientos agresivos directos o activos hacia el afectado, aspectos emocionales (abuso emocional), aspectos cognitivos (descrédito profesional) aspectos comportamentales (devaluación del rol profesional) (Escartín, Rodríguez-Caballeira, Zapf, Porrúa & Peña, 2009:192). Es decir que la violencia relacionada al trabajo y a la persona, (Baron & Neuman, 1996 puede ser ejercida tanto desde comportamientos pasivos e indirectos como de comportamientos activos y directos. ...
... Baron & Neuman (1996) por ejemplo, identifican seis categorías, donde tres de ellas (indirectas, pasivas) hacen referencia al ambiente de la persona afectada (aislamiento, manipulación y condiciones abusivas de trabajo) mientras que las tres restantes hacen referencia a comportamientos agresivos directos o activos hacia el afectado, aspectos emocionales (abuso emocional), aspectos cognitivos (descrédito profesional) aspectos comportamentales (devaluación del rol profesional) (Escartín, Rodríguez-Caballeira, Zapf, Porrúa & Peña, 2009:192). Es decir que la violencia relacionada al trabajo y a la persona, (Baron & Neuman, 1996 puede ser ejercida tanto desde comportamientos pasivos e indirectos como de comportamientos activos y directos. En lo relacionado con la violencia hacia la persona, el aislamiento social (por ejemplo, no comunicarse con alguien o excluirlo de eventos sociales), chismes y diseminación de rumores Escartín, Zapf, Arrieta & Rodríguez-Carballeira, 2011;Yildirim & Yildirim, 2007;Zapf et al. 1996) están en la dimensión de los comportamientos pasivos e indirectos. ...
... One that is particularly concerning to organizations is workplace aggression. Workplace aggression refers broadly to efforts by individuals to harm others in the organization (Baron & Neuman, 1996). Hence, it includes physical acts and nonphysical acts, such as intimidation, undermining, and ostracism, which can have a detrimental impact on employees. ...
... They found that 41.4% of workers in the United States experienced some form of nonphysical aggression within 12 months of the survey, with 13% of participants experiencing it on a weekly basis, compared with 6% who reported experiencing physical violence within 12 months. Nonphysical workplace aggression can have similar negative impacts on work attitudes as violent forms although the former is obviously less severe (Baron & Neuman, 1996). ...
Article
Research concerning workplace aggression has become more prevalent over the past several decades. These studies have mainly focused on the antecedents and outcomes of workplace aggression in general or one specific type of workplace aggression. This article took a different approach. Specifically, it tests the impact of workplace aggression overall, as well as several types of workplace aggression, on the following work-related attitudes: satisfaction with job stress, turnover intentions, and meaningfulness of work. The moderating effect of satisfaction with job stress in the workplace aggression–turnover intention relationship and the workplace aggression–meaningfulness of work relationship were also investigated. Research findings demonstrated that workplace aggression decreased satisfaction with job stress and meaningfulness of work. Workplace aggression also increased turnover intentions. However, satisfaction with job stress did not interact with workplace aggression in either of the work-related attitudinal models (i.e., turnover intentions and meaningfulness of work). Furthermore, not all types of workplace aggression were found to affect work attitudes. These results are thoroughly discussed in the article.
... A focus of available research on indirect aggression is mostly on children, adolescents, or young adults. There are only a few researchers who examined the usage of indirect aggression in adults and in the workplace; for instance, among university employees in Finland (Bjoerkquist et al., 1994), undergraduate students in Canada (Moroschan et al., 2009) and Great Britain (Forrest et al., 2005), and among employees in public and private companies in the US (Baron & Neuman, 1996). ...
... According to Bjoerkquist et al. (1994), victims of indirect aggression can suffer from depression, anxiety, aggression, insomnia, various nervous symptoms, melancholy, apathy, lack of concentration, and social phobia. Furthermore, Baron and Neuman (1996) cited damaged reputation and careers as well as the desire for revenge. For the company, rising costs may stem from resignation, re-employment, sick leave, and loss of competitiveness of the company while society has to take rising health insurance contributions into account. ...
Article
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Abstract:This study examined perceived powerlessness and narcissism as predictors and self-esteem as mediator in the frequency of the use of indirect aggression among Thai female and male workers in the hotel industry. The participants obtained through purposive sampling consisted of 78 men and 131 women aged between 19 and 50 years who have worked for 6 to 288 months in their respective hotels in Thailand. The current study utilized a quantitative correlation design. Multiple Regression and MANOVA were employed to analyze the results. The results showed that the male respondents reported higher engagement of indirect aggression techniques of malicious humor, social exclusionary behavior, and guilt induction than their female counterparts, respectively. No significant gender differences for the factors of relational control, fear of negative evaluation, narcissistic personality, and self-esteem were found. Furthermore it was revealed that narcissistic personality has both direct and indirect influences on the use of indirect aggression. In terms of direct influence, it was revealed that the more narcissistic the participants’ personality, the more they would employ indirect aggressive techniques. With regard to indirect influence, the more narcissistic the participants’ personality, the higher their reported level of self-esteem and the less they would employ indirect aggressive techniques. The results also showed that for the participants, their fear of negative evaluation has an indirect influence on their use of indirect aggressive techniques such that the higher their fear of negative evaluation, the lower their reported level of self-esteem and the more they would use indirect aggressive techniques. The factor of relational control was not found to be significantly related to any of the indirect aggression criterion variables.
... There is evidence that bullying is associated with negative health outcomes such as anxiety, depression, headache, and musculoskeletal problems (e.g., Baron & Neuman, 1996;Davenport et al., 1999;Einarsen & Gemzøe Mikkelsen, 2003;Kivimäki, Elovainio, & Vahtera, 2000;Kivimäki et al., 2003;Keashly, 1998;Leymann, 1990;Mikkelsen & Einarsen, 2002;Namie & Namie, 2000;Quine, 1999Quine, , 2003Tepper, 2000;Vartia, 2001). For a review of the impact of bullying and mobbing on the individual, see Einarsen and Gemzøe Mikkelsen (2003) and Moayed, Daraiseh, Shell, and Salem (2006). ...
... One in five of those who witnessed bullying considered leaving their organizations because of witnessing bullying (as cited in . With regard to the broader concept of workplace aggression, Baron and Neuman (1996) reported that workplace aggressions is more frequently witnessed than experienced, emphasizing the importance of considering the impact on the witness. ...
... Since increasing diversity is an antecedent of incivility (Baron & Neuman, 1996), the diverse expatriate workforce is likely to encounter incivility. Therefore, human resource departments of organizations hiring SIEs should provide orientation training for managers on what uncivil behaviors are and the serious consequences it leads to (Sharifirad, 2016). ...
Article
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Self-initiated expatriates are recognized as a major source of knowledge and have the potential of acting as key players in helping organizations gain and maintain competitive advantage. Using conservation of resources theory as a guiding theoretical framework, we examined the effect of job embeddedness on self-initiated expatriates’ knowledge sharing, as well as the moderating effects of career capital and supervisor incivility. We utilized a sample of 170 self-initiated expatriates and their supervisors working in public service organizations in the United Arab Emirates. Results showed that job embeddedness was positively related to the two facets of knowledge sharing: knowledge donating and knowledge collecting. The study also revealed that knowing how career capital positively moderated the relationship between job embeddedness and knowledge donating, while it did not moderate the relationship between job embeddedness and knowledge collecting. Supervisor incivility negatively moderated the relationship between job embeddedness and both knowledge donating and knowledge collecting. This study examines the motivational and contextual factors that affect knowledge sharing of self-initiated expatriates, which have previously been overlooked.
... Workplace conflict can also spiral into more extreme incivility [9] and acts of revenge [10]. In the most extreme cases, workplace conflict can even escalate into outright aggression [11]. A recent poll found that even in remote work environments, 80% of respondents had experienced workplace conflict, including 67% who reported being aggressively cursed at by a colleague [12]. ...
Article
Full-text available
Conflict is a ubiquitous, but potentially destructive, feature of social life. In the current research, we argue that intellectual humility—the awareness of one’s intellectual fallibility—plays an important role in promoting constructive responses and decreasing destructive responses to conflict in different contexts. In Study 1, we examine the role of intellectual humility in interpersonal conflicts with friends and family members. In Study 2, we extend this finding to workplace conflicts. In both studies we find that intellectual humility predicts more constructive and less destructive responses to conflict. This work extends the burgeoning literature on the benefits of intellectual humility by demonstrating its association with responses that help defuse conflictual encounters.
... First; person-related bullying which has associated with dismissing, negative, ostracizing, insulting, and ignoring behaviors about a person: Second; work-related bullying, which is usually linked with an unreasonable deadline, workload, and demands: Finally; physical intimidating type of bullying, it refers to threat and physical violence at the workplace (Meriläinen, Kõiv & Honkanen, 2019). The study of Pierce and Snyder (2018) has explained the effects of workplace bullying with wide range organizational environment and employees behaviors such as: Frustration, torment, pressure, intimidates, frightens of one person to another, Harassment (Brodsky, 1976); violent and physical threat directed towards employees at work (Jenkins, 1996); hurt of colleagues by detrimental or destructive acts (Spector & Fox, 2002); counterproductive acts i.e. sabotage, alcohol abuse, insubordination and assaultive actions (Hogan & Hogan, 1989); Antisocial behavior (Giacalone & Greenberg, 1997); intentionally harm the employees, stakeholders and organization (Baron & Neuman, 1996); Workplace aggression (Geddes & Baron, 1997) ; acts done by collectively or individually to lower the quality of work and services (O'Leary-Kelly et al., 1996); destructive behaviors and attempted injuries to the organizational retaliation behaviors (Skarlicki & Folger, 1997); adverse actions on the perceptions of unfairness, employee deviance (Hollinger & Clark, 1979); norms of violations, negative organizational implications and damages social relations of the organization (Puffer, 1987). Conservation of resources theory (COR) sees the combined effects of workplace bullying and stressful environment on employees' voice behaviors. ...
Article
Full-text available
This research has emphasized on the effects of perceived narcissistic supervision and workplace bullying on employee's silence. It also investigates the role of psychological contract violation as a mediating variable among workplace bullying, perceived narcissistic supervision, and employee silence. Data of 395 employees who are working in the Banking and Telecom-munication sector has been tested by Using SMART PLS 3.2.2 Software to assess a mediation model. The results of the study support to our hypothesis. The obtained results show the direct positve relation of perceived narcissistic supervision and workplace bullying with employee silence. These further elaborate the significant positive mediation relation of psychological contract violations among all above mentioned variables. Drawing upon the fairness heuristic theory and conservation of resources theory, the current study added in the literature that psychological contract violation and employee silence have been characterized by stressful working conditions .i.e. perceived narcissistic supervision and workplace bullying. Practical implications and recommendations for future studies for researchers are discussed.
... • Crowding out some health professionals and avoiding others for their reputation [76]. • Poor maintenance conditions, high temperatures, high humidity, extreme cold, poor lighting and air quality, high noise levels and overcrowding have been reported to be associated with increased levels of human aggression [77]. • An increase in people under the influence of alcohol and drugs. ...
Article
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Introduction: Violence in the work environment of healthcare providers has increased dramatically in the last decade internationally. By insanely violating the personal rights of health professionals, there are attacks on healthcare providers , both from abroad and from the domestic environment, attacks that ultimately have adverse health effects and the performance of healthcare professionals. These effects clearly affect healthcare providers, as it is common for professionals working in an environment of fear and resentment to be unable to perform at their best, to provide inadequate or poor quality care, ultimately affecting patient safety.
... Moreover, some individual might possess hostile attributional bias and tend to expect a hostile intent from others even when it does not really happen, leading them to overreact to minor stimulations (Dodge and Coie, 1987). Besides these personal antecedents, increased workforce diversity is positively associated with increased incidents of workplace aggression (Baron and Neuman, 1996). As can be seen, most of the causes of personal aggression come from personal or interpersonal characteristics and tend to be event related. ...
Article
Employees' deviant behaviors in the workplace have caused organizations worldwide tremendous loss in terms of finance, reputation, continuity and employees' well-being. The prevalence of workplace deviance and its negative consequences demands a compelling method to deal with this issue. In recent years, transparency has gained rising favor as an organizational principle and managerial goal, yet little was known about the effect of transparency on preventing workplace deviance, especially when it is perceived by employees. Therefore, this research was conducted to explore the potential influence of perceived transparency on four different types of workplace deviance, namely production deviance, property deviance, political deviance, and personal aggression. Ethical decision-making models were employed to understand the potential effect of perceived transparency on the process of an individual's ethical decisions making and their behavioral outcomes. A survey was conducted on 203 full-time employees in various organizations located in Taiwan. The results showed that perceived transparency can help to reduce production deviance, political deviance, and personal aggression. The effect of perceived transparency on property deviance was, however, not found.
... Con respecto a los sostenedores, no hemos encontrado estudios que analicen este problema. Baron y Neuman (1996) han construido un modelo sobre las agresiones en el lugar de trabajo. Este modelo discierne tres niveles de violencia: la expresión de hostilidades, el obstruccionismo y la agresión evidente. ...
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This paper uses a notion of school violence, which includes authoritarianism as a problem, theorised as a fluid concept that emerges in organisational interaction and presents diffuse and shifting boundaries. School authoritarianism unfolds as a rhizome of power that exerts violence, produces processes of negation-creation to incite the behavioral performativities it considers legitimate. Fourteen interviews with Chilean education professionals are analysed, following Grounded Theory principles. The results reflect diverse situations of school authoritarianism that are carried out through a wide repertoire of practices, some legal but ethically questionable, projected towards the victims in different levels of aggressiveness. The participants describe a diverse range of emotional effects and propose solutions to a recurrent problem in the Chilean education system. There is a lack of internal organisational justice mechanisms to resolve these situations within a framework of balance of power.
... Even though research on DWB has widened because of its direct relationship with employee performance and organisation performance (Jacobs et al., 2014), theoretical development in this phenomenon is impeded partly because of inconsistency in its conceptualisation. Several interrelated terminologies have been used to refer to the said phenomenon, for example antisocial behaviour (Giacalone and Greenberg, 1997), delinquency (Hogan and Hogan, 1989), employee theft (Greenberg, 1990;Hollinger and Clark, 1982), workplace sabotage (Analoui, 1995), organisational revenge (Bies et al., 1997), workplace incivility (Jin et al., 2020), workplace aggression (Baron and Neuman, 1996), worker resistance (Thompson and Ackroyd, 1995), cyberloafing (Lim, 2002), cyber deviancy (Weatherbee, 2010), workplace mobbing and bad behaviour in organisations (Griffin and Lopez, 2005), organisational misbehaviour (Vardi and Wiener, 1996), negative mentoring (Kumar and Budhwar, 2020;Robinson and Bennett, 1995) and counterproductive behaviour (Specter and Fox, 2005). Irrespective of the different terminologies used and different conceptualisations proposed, deviant workplace behaviour and its variant forms are simply referred to as the negative behaviours employees engage in (Nair and Bhatnagar, 2011), which needs to be managed effectively not to hurt organisational effectiveness and efficiency of those who are at the receiving end of the DWB. ...
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Purpose COVID-19 pandemic has overturned the work and family life challenging the world in unpredictable ways that were previously unimaginable. With universities shutting down and emergence of online classes, this phenomenon is prevalent among academicians as well. With this background, the current study aims to investigate the direct relationships between workplace isolation (WPI) during COVID-19 and work–family conflict (WFC) with psychological stress (PS) mediating and organizational identification (OI) moderating the relationship between the two. Design/methodology/approach The authors employed time lagged survey and collected data at three different time intervals (T1, T2, T3) from 203 academicians working across various universities and colleges in India. The data were analyzed quantitatively using SPSS PROCESS Macro and AMOS. Findings The results indicated that WPI during COVID-19 has a significant positive relationship with PS and WFC . It was also found that PS partially mediated the relationship between WPI during COVID-19 and WFC. Further, OI emerged as a potential moderator. Originality/value Based on the current empirical studies, it remains unclear if WPI during COVID-19 is associated with WFC. Therefore, drawing upon stress–strain–outcome (SSO) model and the conservation of resource theory, this study makes a significant contribution to the existing body of literature by exploring the unexplored associations. To the best of the authors’ knowledge, such an association has not received much scholarly attention before.
... We will return to consider canonical knowledge later but for now, let us consider our second assumption of the labour market being neutral, i.e. it is not problematic in nature for individuals. This can easily be countered by pointing to research that shows that work itself is the site of violence (Baron & Neuman, 1996), bullying (Samnani & Singh, 2016) and harassment (Feldblum & Lipnic, 2016). These studies highlight not just that these problems exist in society including in workplaces but that they are in various ways developed, shaped and propagated by workplaces. ...
Article
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Labour Market Information forms a central place in career practice and how individuals enact their careers. This paper makes use of Alvesson and Sandberg’s (Constructing research questions: doing interesting research. Sage, Thousand Oaks, 2013) methodology of focussing research on theoretical assumptions to construct a critical literature review on the relationship between Labour Market Information and career guidance. This paper presents six theoretical conceptions from the career literature: Contact, Rationalism, Nomad, Adaptability, Constructivist and Social Justice. We will argue for the need to move towards more constructivist understandings of Labour Market Information as well understandings linked to more critical understandings of the labour market.
... 7. Traduction libre de "Any form of behavior by individuals that is intended to harm current or previous co-workers, or their organization" (Vardi et Wiener, 1996, p. 151). (Fox et al., 2001), la faiblesse des sanctions pour les violations des règles (Hollinger et Clark, 1983) et le changement organisationnel comme le downsizing (Baron et Neuman, 1996). ...
Article
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Les comportements déviants au travail (CDT) constituent un problème omniprésent et coûteux pour les organisations et leurs membres. Dans cet article nous présentons les principaux résultats d’une étude de cas qui vise à apporter une meilleure compréhension des facteurs qui expliquent l’adoption de CDT par les chauffeurs d’une compagnie de bus tunisiens. Nos résultats montrent que la qualité de la GRH est en première ligne des facteurs expliquant la saillance des CDT, que l’âge et la personnalité sont des facteurs individuels fortement impactants mais aussi et surtout que le contexte de tension généralisée dans le pays alimente le développement de ces CDT.
... Such studies uncovered a whole array of individual stressors, including work pressure, role conflicts, role ambiguity, interpersonal conflicts, poor leadership and job insecurity (e.g., Gardner at al., 2016;Salin & Hoel, 2020;Skogstad et al., 2011;Notelaers et al., 2010). Authors that have investigated organizational stressors in relation to bullying (e.g., Baron & Neuman, 1996;LeBlanc & Kelloway, 2002), typically measured and analysed such stressors from an individual perspective. However, such individual evaluations may not correspond with the shared perceptions that exist in an organization. ...
... A few empirical studies are supporting this argument. For example, in a workplace environment, some scholars posited a relationship between malicious envy and subsequent acts of aggression and sabotage (Baron & Neuman, 1996). However, benign envy, triggered by upward social comparison, was associated with subsequent performance, especially when people thought such self-improvement was attainable (van de Ven et al., 2011v). ...
Article
Observing the positive aspects of others’ lives on social media (SM) can bring about envy among users. Drawing from social comparison and technology acceptance theories, this study develops a research model to explain how envy occurs and impacts SM users’ behavior. In this work, we conducted two studies across three different SM settings to investigate two types of envy, benign and malicious envy. The results show that malicious envy is negatively related to the dependent variable of SM use intention while benign envy facilitates it. The findings provide many valuable contributions to both information systems (IS) academia and industry. This study identifies the unique SM factors intertwining with envy. Moreover, this work helps SM users and practitioners be aware of the potential envy issue on SM so they can take effective actions to enhance SM use.
... Organizational change was measured using three items asking respondents to rate the extent to which various events (changes) had affected their organization within the past 12 months (Baron and Neuman, 1996). The events included were (1) changes in management, (2) reorganization and (3) establishment of new overall goals and strategies. ...
Article
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Purpose This paper aims to fill gaps in our knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one’s knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction. Design/methodology/approach The study adopted a cross-sectional survey design including data from Norwegian hospital physicians ( N = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling. Findings The organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly. Originality/value The authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.
... The actual nature and intensity of harassing behaviors are believed to be reflective of a hostile organisational climate (Vartia, 1996;Einarsen, 1999), poor supervisory and leadership practices (Ashforth, 1997), organizational structures or policies (Baron and Neuman, 1996;Schat and Kelloway, 2003) and employees' attitudes about their jobs or organizations (LeBlanc and Kelloway, 2002). Harassment may also be more prevalent in specific occupational contexts where clear status differences exist within a hierarchical management structure, such as in the military, policing, or hospitals. ...
Article
Purpose The purpose of this study is to test whether organizational justice (i.e. fair treatment) can mitigate the harmful effects of a “masculinity contest culture (MCC)” (i.e. norms, rituals and belief systems valorizing social dominance, work above other parts of life, physical strength and the avoidance of weakness). Design/methodology/approach Through an analysis of secondary survey data collected from a Canadian police organization ( N = 488), this study tested the moderating effects of organizational justice on the relationship between employee perceptions of their workplace as a masculinity contest, and a negative outcome variable, harassment. Findings The results of this study suggest that a MCC was significantly related to harassment, which in turn contributed to lower psychological wellbeing and increased turnover intentions. Independently, organizational justice moderated the effect of a MCC on harassment, suggesting that harassment is less prevalent in the workplace when there is a greater focus on treating all employees fairly. Originality/value Despite the increase in both scholarly and practitioner interest in the effects of organizational cultures in which employees seek to maintain their own status at all costs, there has been little research examining the interactions of these harmful workplace cultures and the factors that might counter them. To the best of the author's knowledge, this is one of the rare studies to investigate possible interventions for harmful workplace cultures.
... They included aggression, retaliation, deviance, and revenge within CWBs. While studying aggression, Baron and Neuman (1996) placed bullying behaviors specifically within the category of aggression. However, there is a difference in aggression, violence, and bullying because unlike other two, bullying is repetitive and ongoing in nature (Lee & Brotheridge, 2006). ...
Article
Last decades showed a high interest in studying the workplace bullying (WB) phenomenon in a variety of disciplines and in a number of WB areas such as concepts and forms of WB, antecedents and consequences of WB, WB interventions, etc. This study offers classification and description of current WB literature, and identifies research gaps to be bridged by further empirical research. In the first part, authors systematically review 167 refereed journal articles, classify the WB research into five main research themes and summarize their findings. In the second part, the article uncovers various unknown aspects of WB and provides concrete directions for future empirical research. Thrust areas of attention are highlighted for industry and policy makers.
... Studying employees' negative behaviors subsequently became a trend. However, the majority of these studies focused on high-intensity, highly noticeable negative behaviors such as aggressive and violent behavior (Baron and Neuman, 1996;Douglas and Martinko, 2001;Yang et al., 2012;Ram, 2018), bullying behavior (Hershcovis, 2011;Glasø et al., 2011;Nielsen et al., 2012;Hsu et al., 2019), deviant behavior (Yen and Teng, 2013;Robinson et al., 2014;Lugosi, 2019), antisocial behavior (Robinson and O'Leary-Kelly, 1998;Lee et al., 2005), employee theft (Goh and Kong, 2016) and intentional food wastage (Goh and Jie, 2019). ...
Article
Purpose This empirical study explored how coworker incivility and customer incivility affect the work engagement and job performance of frontline employees. Design/methodology/approach To investigate the incivility and characteristics of hospitality industry workplaces, this study recruited frontline employees from tourist hotels as study participants. Because complete contact information could not be obtained for this population, convenience sampling was employed. A structured questionnaire was used for data collection. Findings Coworker incivility and customer incivility reduced work engagement and job performance. The effects of coworker incivility on the work engagement and job performance are greater than those of customer incivility. Furthermore, work engagement has a positive effect on the job performance. Originality/value Although studies have investigated the effects of customer incivility, these effects have not been compared with those of coworker incivility. Moreover, studies on the influence of coworker and customer incivility on job performance and work engagement in the hospitality industry and on those of work engagement on job performance have been scant. The current empirical study investigated the effects of coworker and customer incivility on the job performance and work engagement and of frontline hospitality employees.
... On the other side of the dyad of deviant behaviour is employee misbehaviour. Common forms of Employee misbehaviour that have been studied and reported in literature include impolite and aggressive customer-directed behaviours, making humiliating remarks to customers, lying, stealing organizational properties or goods, deliberately slowing the speed or process of service delivery, intentionally bypassing or ignoring company regulations, concealing customer complaints and workplace aggression (Baron & Neuman, 1996;Bennett & Robison, 2000;Wallace & de Chernatony, 2007;Harris & Ogbonna, 2009). Employee misbehaviour has also been described with numerous terms viz: 'workplace deviance', 'service sabotage', 'employee deviance', and 'service dysfunction'. ...
Conference Paper
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Building on an extensive review of the concepts of employee deviance, customer deviance and service sweethearting as well as experience in a developing economy, this paper proposes a new construct-'Collaborative deviance' (CD)-conceptualized as deliberate acts by consumer-conspirators and any category of employees other than those at the frontline which violates accepted organizational norms in order to channel resources to the benefit of the parties involved but to the detriment of the organization.. While differentiating CD from other similar constructs, this paper categorizes possible antecedents of Collaborative Deviance (CD) into internal, external and environmental factors. Organizations wishing to minimize or control collaborative deviance (CD) should among other measures, screen for proneness traits, invest in preventive technology and employ punitive measures
... Bu davranışlar farklı araştırmacılar tarafından tanımlanmış, modellenmiş ve farklı değişkenlerle ilişkilendirilerek analiz edilmiştir. Örgüt içerisinde ortaya çıkabilen zarar verici davranışlardan bazıları saldırganlık (aggression) (Baron ve Neuman, 1996), zorbalık (violence) (Kinney, 1995), taciz (harassing) (Marks ve Nelson, 1993), fiziksel istismar (physically abuse) (Perlow ve Latham, 1993) ve anti-sosyal davranışlar (antisocial behavior) (Giacalone ve Greenberg, 1997) olarak sıralanabilir. Tüm bu olumsuz davranışlarda zarar verme niyeti vardır, fakat bu niyet bazılarında daha gözle görülür iken, bazılarında gizli kalmaktadır. ...
Article
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Belirli bir alanda birbiri ile ilişkili firmalar ve kurumların coğrafik konsantrasyonu olarak tanımlanabilecek kümeler, içindeki işletmelerin rekabet gücünü artırırken bir bölgesel kalkınma aracı olarak da ülke politikalarında git gide daha çok yer bulmaktadır. Oldukça önem atfedilen kümelerin kendine has kaynakları olup olmadığını ve bu kaynakların neler olduğunu belirlemek araştırmanın amacını oluşturmaktadır. Çalışma, Kayseri Mobilya İş Kümesinde yapılmış olup, 250 işletmenin katılımı sağlanmıştır. Veriler anket yöntemi kullanılarak toplanmıştır. Elde edilen veriler AMOS ve SPSS paket programları kullanılarak analiz edilmiştir. Yapılan açıklayıcı ve doğrulayıcı faktör analizleri neticesinde küme kaynaklarının 28 madde içeren ve kurumsal kaynaklar, özelleşmiş kaynaklar, ilişkisel kaynaklar ve finansal kaynaklar olarak isimlendirilen dört gruptan oluştukları görülmüştür. Bu çalışma, güçlendirmenin iki türü olan yapısal ve psikolojik güçlendirme, işyeri nezaketsizliği ve tükenmişlik değişkenleri arasındaki ilişki ve etkileri belirlemek amacıyla tasarlanmıştır. Bu amaç doğrultusunda geliştirilmiş olan araştırma modeli ile hem değişkenler arasındaki ilişki ve etkiler; hem de işyeri nezaketsizliğinin, güçlendirme türlerinin tükenmişlik üzerindeki etkisindeki aracılık rolü incelenmiştir. Araştırma modelini test etmek amacıyla, Çorum'daki bankalarda görev yapan 171 çalışandan elde edilen verilere hiyerarşik regresyon analizi uygulanmıştır. Araştırma sonucunda yapısal ve psikolojik güçlendirmenin tükenmişliği negatif, yapısal güçlendirmenin işyeri nezaketsizliğini negatif ve işyeri nezaketsizliğinin tükenmişliği pozitif yönde etkilediği tespit edilmiştir. Ayrıca yapısal güçlendirmenin tükenmişliğe etkisinde işyeri nezaketsizliğinin aracılık rolü üstlendiği de belirlenmiştir.
... Reportedly, abusive supervision is more common than physical violence at the workplace and around 50% of employees face or expect to face an abusive leader during their work life (Tepper, 2006). Moreover, Baron and Neuman (1996) concluded that aggressive behaviors that contain passive and verbal misconducts happen to be more frequently displayed compared to physical hostile behaviors in the workplace. Thus, it becomes even more crucial to investigate abusive supervision further. ...
Thesis
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This thesis intends to investigate the roles of supervisor gender, subordinate gender and perceivers’ sexist attitudes within the context of perception of abusive supervision on a Turkish sample. Defined as a form of dark leadership through which supervisors engage in hostile behaviors, excluding any physical harassment, towards their subordinates at the workplace, abusive supervision is relatively a new phenomenon that is rather unexplored in the leadership literature. Even though the negative consequences of abusive supervision have been investigated, the antecedents that lead to abusive supervision are still in need of further research. Moreover, perceptions of abusive supervision have not yet been explored with reference to the differential gender stereotypes. Therefore, this thesis examines the roles of supervisor gender, subordinate gender and gender similarity in supervisor-subordinate dyad on subordinate’s perception of abusive supervision. The moderating effects of the sexist attitudes of the perceivers (hostile sexism and benevolent sexism) on the relationship between supervisor behavior and the perception of abusive supervision are also investigated. In order to observe the relationships and test the hypotheses, data were collected from 260 graduate and undergraduate students from various universities located in Ankara, Turkey and analyzed by using quantitative methods. This study contributes to the leadership literature by examining the roles of gender and sexist attitudes on the perception of abusive supervision through vignettes, which are used for the first time on a Turkish sample.
... Second, spreading rumors provides consumers with very realistic conditions for implementing negative social aggression (Galen and Underwood, 1997) to attack a company's social status. When people are motivated to exact revenge-especially by spreading a rumor-it is less likely for them to face counterretaliation because rumor spreading is hidden aggression compared to a high-risk corporate attack (Baron and Neuman, 1996), such as sabotage or the destruction of property. The risks that consumers face when penalizing a greedy company may be relatively small. ...
Article
Corporate social responsibility (CSR) is reported to have a positive effect on corporate image. However, if companies that have entered different markets implement market-discrimination CSR, which refers to unfairly applied CSR policies in the intermarket, and if the consumer recognizes this fact, the CSR effects will be diminished. To prove this, this research investigated consumers’ adverse reactions when a company that implements market-discrimination CSR faces a crisis. According to the results of this study, consumers who perceived company greed as evidence of a company practicing market-discrimination CSR activities experienced pleasure at the misfortune which called schadenfreude when the company faced a crisis and schadenfreude positively affected the argument strength of a rumor. Finally, the argument strength of a rumor has a positive effect on the consumer’s intention to spread the rumor as an act of revenge against the company. The results of this research suggest that CSR, which aims to build a positive corporate image, can have an adverse effect when it is felt that it is used to discriminate against consumers. Based on these results, this research presents theoretical and practical implications.
... The distinction between violence and aggression is not that clear. Existing literature has shown that aggression no longer engenders strong emotions that attract media attention, so that in our study violence and violent aggression should be used instead of aggression 9,12 ; other researchers also think violence can really only be appropriately considered as an extreme form of aggression. 13 In this article, we adopt the definition of workplace violence by the National Institute for Occupational Safety and Health as "any physical assault, threatening behavior or verbal abuse occurring in the work setting." ...
Article
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This article provides an economic model on the optimal penalty of health care workplace violence based on health care workplace classification and cost structure, aiming to deter potential offenders. By developing an EIP (externality, identifiability, and preventability) analytical method, we distinguish the characteristics of different workplaces and find that the health care workplace is the combination of externality, low identifiability, and low preventability. Besides the private cost to victims for ordinary workplace violence, the cost structure of health care workplace violence includes social costs like externality-related public safety cost, defensive medicine cost, and specific factors cost. When the optimal penalty corresponding to different levels of health care workplace violence increases, the threshold level of punishable violence decreases after incorporating the social costs into analysis. Our model shows that public safety costs are positively correlated with the importance of health care workplace in the service network, and a higher public safety cost should be matched with a greater optimal penalty.
... Incivility generally violates the norm of mutual respect, such as being rude or discourteous or displaying a lack of respect toward others (Andersson & Pearson, 1999). Incivility's low intensity makes it more likely to happen in the workplace and less likely to draw attention than more overt forms of interpersonal deviance (Baron & Neuman, 1996;Lim & Cortina, 2005). ...
Article
The present study investigated a potential antecedent of workplace mistreatment, sadism, which represents the dispositional tendency to engage in cruel, demeaning, or harmful behavior for dominance or pleasure. Time-lagged data from 379 Amazon Mechanical Turk workers showed that sadism positively predicted interpersonal deviance, instigated incivility, and cyberbullying frequency above and beyond the dark triad. Moreover, relative weight analyses consistently identified sadism as the most important predictor of workplace mistreatment compared to other dark triad predictors. This study also sought to identify possible differences among three popular sadism scales. The three scales were interchangeable in terms of predicting the outcomes. Confirmatory factor analyses and differential item functioning analyses both revealed, however, that only the SSIS was invariant across sex groups.
Article
Purpose Based on affective events theory, this research attempted to investigate how negative gossip about organizational change drives employees to experience negative emotions and direct their aggression toward customers. Design/methodology/approach We conducted a scenario-based experiment (Study 1) and a multiwave field survey (Study 2) to test our hypotheses. Findings The results show that (1) negative emotions mediate the relationship between change-related negative gossip and displaced aggression toward customers; (2) perceived organizational constraints strengthen the relationship between change-related negative gossip and negative emotions; (3) future work self-salience weakens the relationship between change-related negative gossip and negative emotions; and (4) change-related negative gossip has a strengthened (weakened) indirect effect on displaced aggression via negative emotions when employees have high perceived organizational constraints (future work self-salience). Originality/value The study expands research on organizational change and displaced aggression and provides practical implications for managing organizational change.
Article
Purpose This paper aims to examine the relationship between workplace incivility and the intention to self-initiate expatriation and whether this relationship is mediated by affective organizational commitment. It also explores the moderating role of career commitment in this proposed model. Design/methodology/approach The data were collected using a questionnaire among 145 young physicians from Tunisian hospitals. Hypotheses are tested using the PROCESS macro (models 4 and 7) in SPSS. Findings Workplace incivility is negatively related to affective organizational commitment, which in turn is related to the intention to self-initiate expatriation. Furthermore, career commitment moderates the indirect effect of workplace incivility on expatriate intention through affective organizational commitment. Specifically, when career commitment is high, the indirect effect on the intention to self-initiate expatriation is stronger. Originality/value This is one of the first studies to examine the indirect influence of workplace incivility on the intention to self-initiate expatriation. Moreover, it furthers our understanding of a contingent factor that influences this indirect effect.
Article
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Farklılıkların yönetimi oldukça bağlamsal bir yönetim paradigmasıdır ve ülkelere özgü bilimsel çalışmalara ihtiyaç bulunmaktadır. Diğer taraftan, çalışanların sahip oldukları farklılıklar, mobbinge uğramalarına neden olabilmektedir. Örgütlerin etkili farklılıkların yönetimi politika ve uygulamaları tasarlayarak mobbingi önlemleri, çalışanların algılarının belirlenmesiyle mümkün olmaktadır. Dolayısıyla mevcut çalışma, çalışanların farklılıkların yönetimi ve mobbinge yönelik algılarının çeşitli demografik farklılıkları açısından incelenmesini amaçlamaktadır. Bir diğer amaç, farklılıkların yönetimi ve mobbing arasındaki ilişkinin keşfedilmesidir. Sosyal Kimlik Kuramı’nı kuramsal bir referans noktası olarak alan araştırmada, nicel bir araştırma yöntemi benimsenmiştir. Kütahya’da endüstri sektöründe faaliyet gösteren bir şirketin 351 çalışanı örneklemi meydana getirmiştir. Veriler, “Farklılıkların Yönetimi Ölçeği” ile “Mobbing Ölçeği” aracılığıyla toplanmıştır. Tek yönlü Anova ve t-testi sonuçları, çalışanların farklılıkların yönetimi ve mobbinge yönelik algılarının, kimi faktörlerde anlamlı bir şekilde farklılaştığını ortaya koymuştur. Korelasyon analizi sonucunda ise, farklılıkların yönetimi ve mobbing arasında istatistiksel olarak anlamlı ve negatif bir ilişki saptanmıştır. Sonuç olarak çalışanların, örgütlerinde etkili bir farklılıkların yönetimi politika ve uygulamaları olduğuna ilişkin algılarının, mobbinge yönelik algılarını azaltabileceği belirlenmiştir. Bununla birlikte, kadın, beyaz yakalı, bekar ve lisans mezunu çalışanların mobbingi daha fazla algıladığı tespit edilmiştir. Bu, çalışanların cinsiyetleri, örgütsel pozisyonları, medeni durumları ve eğitim seviyeleri bakımından, örgüt içerisinde ilgili gruplar arasındaki bir kategorizasyon süreci sonucunda ortaya çıktığını düşündürmektedir.
Article
Örgütsel sinizm, örgütsel sabotaj ve işten ayrılma niyeti gibi olumsuz örgütsel davranışlar turizm işletmelerinde verilen hizmeti olumsuz etkileyebilmektedir. Bu noktada çalışmanın amacı, turizm işletmelerinde hizmet veren çalışanların örgütsel sinizm, örgütsel sabotaj ve işten ayrılma niyetleri arasındaki ilişkiyi gözler önüne sermektir. Araştırmada, Edirne’nin Merkez ilçesinde faaliyet gösteren turizm işletmelerinde hizmet veren 231 çalışana anket uygulanmıştır. Her bir değişkenin birbiriyle olan ilişkisini belirleyebilmek adına korelasyon analizi gerçekleştirilmiştir. Yapılan analiz sonucunda örgütsel sinizm ile örgütsel sabotaj ve işten ayrılma niyeti arasında pozitif ilişki tespit edilmiştir. Bununla beraber, örgütsel sabotaj ile işten ayrılma niyeti arasında da pozitif ilişki bulgulanmıştır. Ayrıca araştırmada, duyuşsal sinizm ve işten ayrılma niyetinin çalışanların yaşlarına göre, işten ayrılma niyetinin ise çalışanların toplam çalışma sürelerine göre farklılaştığı da çalışmanın farklı bir sonucu olarak karşımıza çıkmaktadır.
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Nezaket, insan ilişkilerinde kilit rol oynamaktadır. Örgütler bağlamında konu ele alındığında da nezaketin örgütün işleyişinde aynı şekilde önemli yer tuttuğu görülmektedir. Çalışanların yöneticileri ile ilişkilerinde yaşadığı veya gözlemlediği nazik davranışlar tüm örgüte yayıldığı gibi nezaketsiz ve kaba davranışlarda aynı şekilde sirayet etmektedir. Nezaketsizlik kaynaklı olumsuzluklar örgütün çalışma düzenini bozabilmekte ve çalışan-örgüt ilişkisini zedeleyebilmektedir. Buradan hareketle bu çalışmada yönetici nezaketsizliğinin örgütsel vatandaşlık davranışına etkisinde psikolojik sözleşme ihlali ve ahlaki çözülmenin aracılık rolü incelenmiştir. Araştırma Konya, Karaman, Yozgat ve Niğde illerinde bulunan 509 kamu kurumu çalışanı üzerinde yapılmıştır. Veriler Yapısal Eşitlik Modeli ile analiz edilmiştir. Bulgular, yönetici nezaketsizliğinin psikolojik sözleşme ihlali ve ahlaki çözülme üzerinden örgütsel vatandaşlık davranışını etkilediğini göstermektedir.
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Backgrounds and Aims In the era of the service economy, the personalized needs of customers are increasing rapidly. It often occurs that frontline employees bend organizational rules to help customers. The study sought to explore the influence mechanism of specific dimensions of customer-oriented deviance on brand trust from the customer’s perspective, examine the mediating role of perceived benefits and perceived uncertainty, and the moderating role of customer involvement in the process. Methods We conducted an online survey study in China from May 1 to 20, 2022. We use online survey questionnaire technique and random sampling method for data collection. Participants anonymously completed the measures of customer-oriented deviance scale, perceived benefits scale, perceived uncertainty scale, brand trust scale, and customer involvement scale. Results The results show that deviant service adaptation and deviant use of resources positively affect brand trust through the mediation of perceived benefits. In contrast, deviant service communication has a negative effect on brand trust through the mediation of perceived uncertainty. Furthermore, customer involvement plays a negative moderating role in the relationship between deviant service adaptation, deviant use of resources, and perceived benefits. Customer involvement plays a negative moderating role in the relationship between deviant service communication and perceived uncertainty. Conclusion Current results demonstrated that there is a double-edged sword effect of deviant customer-oriented behaviors on brand trust. Deviant service adaptation and deviant use of resources positively affect perceived benefits, and perceived benefits positively affect brand trust. Deviant service communication positively affects perceived uncertainty, and perceived uncertainty negatively affects brand trust. Customer involvement plays a negative moderating role in the above processes. This study enriches the study of customer psychological states of customer-oriented deviance, which helps managers use organizational resources rationally to guide and control different types of deviant customer-oriented behaviors effectively. It provides inspiration and references for management practice.
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İşyeri nezaketsizliği, işyerinde karşılıklı saygı kurallarının ihlal edilmesiyle oluşan, niyeti tam olarak belli olmayan ancak hedefteki kişiye zarar veren sapkın bir davranış olarak tanımlanmaktadır. Çalışanlar hakkında küçümseyici yorumlar yapmak, çalışanları dinlememek ve görmezden gelmek, çalışma arkadaşları hakkında söylentiler yaymak işyerinde sergilenen nezaketsiz davranışlardan sadece bazılarıdır. Niyeti tam olarak belirli olmasa da işyeri nezaketsizliğinin çalışanlar üzerinde bir takım etkileri olmaktadır. Nezaketsiz davranışlarla karşılaşan çalışanlar iş stresi, tatminsizlik ve psikolojik sıkıntılar yaşamakla birlikte, iş performanslarında düşme ve işten ayrılma eğilimi içine de girebilmektedir. Bu noktadan hareketle çalışmanın temel amacı işyeri nezaketsizliğinin banka çalışanları üzerindeki etkilerini (iş tatmini, iş performansı ve işten ayrılma eğilimi) belirlemeye yöneliktir. Bu bağlamda araştırmanın evrenini Bingöl ilinde faaliyet gösteren banka çalışanları oluşturmaktadır. İşyeri nezaketsizliğinin çalışanlar üzerindeki etkisi ile ilgili elde edilen veriler SPSS 22.0 paket programı ile analiz edilmiştir. Verilerin sonuçlarına ulaşmak için betimsel analizler, güvenilirlik analizi, frekans, korelasyon ve regresyon analizlerinden faydalanılmıştır. Yapılan analizler sonucunda işyeri nezaketsizliğinin iş tatmini ve iş performansı negatif olarak etkilediği tespit edilmiştir. Ancak işyeri nezaketsizliği ile işten ayrılma niyeti arasında bir ilişki ve etki bulunamamıştır. Araştırma sonucunda ulaşılan bulgular ışığında işyeri nezaketsizliği, iş tatmini, iş performansı ve işten ayrılma niyetine ilişkin değerlendirme ve önerilerde bulunulmuştur.
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Previous studies have indicated that junior doctors commonly experience workplace bullying and that it may adversely impact medical training and delivery of quality healthcare. Yet, evidence on the precursors of bullying among them remains elusive. Drawing on the individual‐disposition hypothesis, the present paper examined the relationships of negative affect, personality and self‐esteem with workplace bullying among junior doctors. Multilevel analysis of a universal sample (n = 1074) of junior doctors working in the central zone of Malaysia using mixed effects logistic regression was performed. The results indicate that participants with moderate (AOR 4.40, 95% CI 2.20‐8.77) and high degree (AOR 13.69, 95% CI 6.46‐29.02) of negative affect as well as high degree of neuroticism (AOR 2.99, 95% CI 1.71‐5.21) have higher odds of being bullied compared to their counterparts. The findings present evidence that individual traits are associated with junior doctors' exposure to bullying. While victim blaming should be avoided, this suggest that antibullying measures with an interpersonal focus should be considered when developing antibullying initiatives targeted at junior doctors. This includes primary intervention such as cognitive training, secondary interventions such as resource enhancement building and conflict management skills training, and tertiary interventions such as counselling.
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Bu araştırmanın amacı destekleyici ve ılımlı örgüt iklimi algısının iş yeri nezaketsizliği üzerine etkisinde kişilik özelliklerinden makyavelizmin düzenleyici rolünün belirlenmesidir. Kayseri ve Eskişehir il merkezinde faaliyet gösteren banka çalışanları üzerine gerçekleştirilen bu araştırmada bağımlı ve bağımsız değişkenler ile düzenleyici değişkenin birbiri ile ilişkileri, ortaya konulan araştırma modeli ile incelenmiştir. Araştırma sonucunda çalışanların destekleyici ve ılımlı örgüt iklimi algıları ile iş yeri nezaketsizliği ve makyavelizm arasında negatif yönlü anlamlı ilişki tespit edilmiştir. Yapılan hiyerarşik regresyon analizi sonucunda ise çalışanların destekleyici ve ılımlı örgüt iklimi algıları ile iş yeri nezaketsizliği arasındaki ilişkide makyavelist kişilik özelliklerinin düzenleyici bir role sahip olduğu görülmüştür. Buna göre düşük makyavelist kişilik özelliğine sahip çalışanlar için destekleyici ve ılımlı örgüt iklimi algısı yükseldikçe iş yeri nezaketsizliği azalırken; yüksek makyavelist kişilik özelliğine sahip çalışanlar için destekleyici ve ılımlı örgüt iklimi algısı artıkça iş yeri nezaketsizliğide artmaktadır. Bu anlamda örgüt içinde yaratılacak destekleyici ve ılımlı örgüt iklimi her zaman yıkıcı tutum ve davranışlar bütünü olan iş yeri nezaketsizliğini önlemeye yardımcı olmamaktadır. Araştırma sonuçlarına göre asıl belirleyici unsurun kişilerin sahip oldukları makyavelist kişilik özellikleri olduğu söylenebilir. Anahtar Kelimeler: Destekleyici ve Ilımlı Örgüt İklimi, İş yeri Nezaketsizliği, Makyavelist Kişilik Özellikleri
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Due to the ubiquitous nature of email communication, the use of the medium as a tool for aggression (termed cyberaggression) creates unique challenges for organizations. However, little is known about cyberaggression’s relation to other forms of workplace mistreatment or the extent to which it predicts victims’ work-related behavior. Two studies presented here enhance understanding of the cyberaggression construct by examining its nomological network, potential outcomes, and mediating mechanisms. Study 1 examines cyberaggression’s relationships with verbal aggression, workplace incivility, relationship conflict, and abusive supervision. Results suggest that cyberaggression is strongly related but empirically distinct from these other forms of workplace mistreatment. Study 2 then employs a three-wave survey to (1) link cyberaggression to victims’ counterproductive work behavior (CWB) through the proposed mechanisms of rumination and negative emotion, and (2) examine cyberaggression’s incremental prediction of these outcomes beyond face-to-face aggression and cyber incivility. Results suggest that cyberaggression has an indirect effect on victims’ CWB targeted at the organization (CWB-O), through serial mediators of rumination and negative emotion, respectively, and an indirect effect on CWB targeted at individuals (CWB-I) through rumination only. After controlling for face-to-face aggression and cyber incivility, supervisor-enacted cyberaggression no longer predicted CWB-O or CWB-I, but coworker-enacted cyberaggression continued to predict CWB through rumination.
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Public opinion is used to thinking about fake news as a political phenomenon, a tool used to create dirty propaganda. It is true but it may be only the beginning. The literature is starting to realize that fake news may move from the political arena to the corporate world. If this should happen, fake news would overflow everywhere, making the post-factual society even more real. Fake news may become a dirty tool, used by dishonest companies to strike at their competitors’ reputation. The idea is that, till now, fake news has been used primarily for dirty propaganda and, marginally, to make money through the clickbait. However, since clickbait is a very basic approach, what we can expect is a breakthrough of fake news. From clickbait to much more sophisticated technologies and strategies to beat competitors dishonestly or to influence the global financial markets, for instance. A very dark big idea, in this case. It means that, in a post-factual society, even competition in the corporate world can be affected by fake news, fuelled by the abuse of new powerful technologies (Murgia M. and Kuchler H. 2017). The consequence is usually a decrease in sales and revenues, with a snowball effect. (Gupta S. 2016). Corporate reputation is an intangible as well as valuable asset. What makes it so valuable is that a good reputation can help the company to operate; on the other hand, a sullied reputation makes the company weaker and slower.
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Sex differences and psychological distress associated with workplace bullying were investigated in a total of 1,273 employees in three public institutions in Ghana. The effect of level of occupation (junior vs. senior) was also explored. Victimisation from bullying was measured with an abbreviated version of the Work Harassment Scale (WHS-7), and mental health associations with workplace bullying were assessed with an indicator of psychological distress (General Health Questionnaire, GHQ-12). 19.1% of the respondents had been bullied "often" or "very often". There were no sex differences in frequency of victimisation from bullying. Occupational status was significantly associated with bullying: junior staff members reported higher levels of victimisation from bullying and higher levels of psychological distress than senior staff members. Workplace bullying appears to b common in public institutions in Ghana, and has significant negative outcomes for individuals, especially junior staff members. The findings have implications for policy-makers, employers, and employees.
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A general model of affective aggression was used to generate predictions concerning hot temperatures.Experiment 1 examined hot temperatureeffectson hostileaffect, hostilecognition,perceived arousal, and physiological arousal in the context of a study of video games. Experiment 2 examined hot temperature effects on hostile affect, perceived and physiological arousal, and general positive and negative affect in the context of briefaerobicexercise. Consistent results were obtained. Hot temperatures produced increases in hostile affect, hostile cognition, and physiological arousal. Hot temperatures also produced decreasesin perceived arousal and generalpositive affect. These results suggest that hot temperatures may increase aggressive tendencies via any of three separate routes. Hostile affect, hostile cognitions, and excitation transfer processes may all increase the likelihood of biased ap- praisals of ambiguous social events, biased in a hostile direction. Social theories relating heat stress to aggressive behav- ior and aggression-related affects can be found in writ- ings as ancient as those of the Rome of Cicero (106-43 B.C.) and as recent as last summer's newspapers. Refer- ences to hot temperatures producing aggression can be found in works as hallowed as Shakespeare's Romeoand Juliet and as obscure as a 1985 Ohio State student news- paper cartoon. If consensus were truth, then scientific investigation of the hypothesis that temperature influ- ences aggression would be unnecessary.
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The political nature of work environments has been discussed for quite some time; however surprisingly little is known about the personal and situational factors that influence employees' perceptions of organizational politics. In this study, portions of a model of organizational politics perceptions proposed by Ferris, Russ, and Fandt (1989) were tested in two studies using samples reflecting considerable variability on jobs, age, sex, and education, as well as hierarchical level, across four different organizations. In Study 1, regression analyses, used to empirically examine a proposed model of organizational politics perceptions, demonstrated that feedback, job autonomy, skill variety, and opportunity for promotion contributed significantly to the explanation of variance in perceptions of organizational politics, after controlling for variance due to organization. In Study 2, a new expanded measure of organizational politics perceptions was used to provide a more refined analysis of the antecedents and consequences of politics perceptions. Directions for theoretical and empirical research on organizational politics are discussed in light of the present results.
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Seven basic research questions in interpersonal perception are posed concerning issues of consensus, assimilation, reciprocity, accuracy, congruence, assumed similarity and self—other agreement. All questions can be addressed at the individual level, and three at the dyadic level. It is shown how the Social Relations Model can be used to answer the questions.
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Examines conflict spirals, triggered by the use of threats and punishments in conflict settings. A conceptual framework borrowed from A. W. Gouldner (1960) suggests that spirals involve 2 types of comparisons, qualitative and quantitative. Research exists to indicate that spirals will involve an exchange of qualitatively similar rather than dissimilar tactics, as well as a pattern of rough, rather than exact, quantitative matching. In order to examine these patterns in threat settings, 80 female undergraduates were used in a split-plot factorial design that manipulated a confederate bargainer's use of frequent vs infrequent threats, large vs small threats, and large vs small punishments in a prisoner's dilemma game (with trials as a repeated factor). Results indicate that retaliatory exchanges did develop and can be systematically described along quantitative and qualitative comparisons. Results suggest that spirals do involve the expected patterns of matching. (21 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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It is proposed that perceivers arrive at a causal quandary with naively generated hypotheses as to the cause for an event. It is suggested that such naive hypotheses (a) are tentatively advanced as explanations for the behavior, (b) may serve as an attribution of the crudest type, and (c) provide the perceiver with a simplifying heuristic for acquiring and using further information. Information search and processing is described as following a principle of cognitive economy: The perceiver attempts to confirm the naively held hypothesis rather than disconfirm alternative hypotheses and uses information allowing for simple-covariation rather than complex augmentation and discounting schemes. Results of 5 experiments with a total of 305 undergraduates support this view. (27 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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explores the extent to which patterns of peer bullying and victimization [in school] persist from childhood into young adulthood and explores the consequences for the bully and victim / using data from his massive Norwegian study [involving 2 S groups: 6th graders with 3 and 7 yr followup, and 4th–7th graders at 1 and 2 yr followups], Olweus argues that there are long-term deleterious consequences both for the child who is pegged as a bully and the child who is pegged as a "whipping boy" by his or her peers / presents data suggesting that appropriate interventions can mitigate these effects (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Harassment among university employees (n = 338; 162 males, 176 females) was investigated by help of the Work Harassment Scale (WHS), developed for the study. Nineteen cases of severe victimization by harassment were interviewed. Subjectively experienced symptoms of depression and anxiety were estimated with two subscales form SCL-90 [Derogatis LR, Lipman RS, Covi L (1973): Psychopharmacology Bulletin 9: 13-28] and aggressiveness was measured with the Buss-Durkee Inventory [Buss A, Durkee A (1957): Journal of Consulting Psychology 21: 343–349]. Females experienced themselves as significantly more harassed than men. Position was related to harassment: individuals in superior positions harassed more often than individuals in subordinate positions. Less victimization by harassment was experienced among individuals involved in research and teaching than among individuals involved in administration and service. The experienced reasons for harassment were predominantly envy and competition about jobs and status. In 25% of cases, victims felt that their sex might be a reason. Victims of harassment experienced higher levels of depression, anxiety, and aggression than others. The interviewed cases showed evidence of symptoms reminiscent of the post-traumatic stress disorder (PTSD). © 1994 Wiley-Liss, Inc.
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Two experiments investigated the effects of the presence of an observer on aggressive responding. In one experiment, male subjects observed by a male aggressed more than those observed by a female. When the male observer was removed from the situation, subjects' level of aggressiveness more closely matched the level manifested by the opponent. The removal of the female observer had little effect on the subjects' behavior. In the second experiment, the male or female observer of the subject's behavior was disguised as a member of an organization with explicit values (aggressive or pacifistic) regarding the use of aggression. In this case, significant differences in aggression were associated with the observer's values but not the observer's sex. Following the departure of the observer, the shock settings of subjects in the two aggressive-value observer groups showed a signifcant decrease. The average shock setting of subjects in the two pacifistic-value observer groups remained at about the same level. In sum, the results indicated that the subjects' aggressive behavior was apparently a function of their expectations of approval for such behavior, based on the inferred or explicit values of the observer. The results were further discussed in terms of social learning theory.
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In this important work twelve eminent scholars review the latest theoretical work on human aggressive behavior. Emerging theories of aggression; peers, sex-roles, and aggression; environmental investigation and mitigation of aggression; development of adult aggression; and group aggression in adolescents and adults are all discussed in detail to provide clinicians, researchers, and students with a cutting-edge overview of the field.
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The field study reported here explored the relationship between the job insecurity associated with a layoff and the work effort of employees who survived it. The relationship took the form of an inverted U, particularly among survivors whose economic need to work was relatively high. Theoretical implications are discussed, as are the limitations of the study and suggestions for future research. Recent theory and research on layoffs have sought to identity the factors that influence the work behaviors and attitudes of those not laid off, the layoff survivors (Brockner, Grover, Reed, DeWitt, & O'Malley, 1987). Previous research investigating this question has focused on the effects of perceived fairness as key determinants of survivors' reactions. In an attempt to provide a more complete explanation of the determinants of survivors' reactions, the present study used a somewhat different theoretical underpinning, one emphasizing survivors' perceptions of their job insecurity. Greenhalgh and Rosenblatt (1984) suggested that the level of job insecurity survivors experience depends on: (1) perceived threat, which is affected by such issues as the estimated likelihood of job loss, and (2) perceived control, which is influenced by survivors' belief that they or their employer can take some action to help them counteract the negative consequences of job loss. According to this two-component model of job insecurity, survivors' level of job insecurity should be: (1) highest when perceived threat is high and perceived control is low, (2) lowest when perceived threat is low and perceived control is high, and (3) moderate when both threat and control are high or both threat and control are low. The central dependent variable in the present study-change in the work effort survivors make, relative to the prelayoff period-was chosen for several reasons. First, survivors' level of effort is one of the key determinants of their job performance; the other is ability. It seems unlikely that ability
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We used self-categorization theory--which proposes that people may use social characteristics such as age, race, or organizational membership to define psychological groups and to promote a positive self-identity--to develop and test hypotheses about the effects of demographic diversity in organizations on an individual's psychological and behavioral attachment to the organization. Individual-level commitment, attendance behavior, and tenure intentions were examined as a function of the individual's degree of difference from others on such social categories as age, tenure, education, sex, and race. We expected that the effect of being different would have different effects for minorities (i.e., women and nonwhites) than for members of the majority (i.e., men and whites). Analyses of a sample of 151 groups comprising 1,705 respondents showed that increasing work-unit diversity was associated with lower levels of psychological attachment among group members. Nonsymmetrical effects were found for sex and race, with whites and men showing larger negative effects for increased unit heterogeneity than nonwhites and women. The results of the study call into question the fundamental assumption that underlies much of race and gender research in organizations--that the effect of heterogeneity is always felt by the minority.
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Social learning theory suggests that factors that increase the risk of social reprisal and reprobation should inhibit unprovoked physical attacks. A factorial experiment employing 56 males and 56 females investigated the effects of anonymity to authority figures and potential retaliation from a victim upon aggression displayed by small groups (n = 4) of coacting aggressors. The results disclosed that anticipated negative consequences in the form of counteraggression from the victim combined with surveillance by an authority inhibited the expression of aggression among both males and females. These findings were interpreted in terms of social learning theory, which emphasizes the role of expected negative consequences of behavior violating norms of social propriety.
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The research reported here used a multimethod approach to investigate the effects on survivors-i.e., the individuals who remain after a layoff has taken place-of their prior identification with and the organization's compensation to those laid off. Based on a justice theory framework, we hypothesized that survivors would exhibit the most negative reactions (from an organizational perspective) when they identified with the layoff victims and when they felt that the victims had not been well compensated. These two independent variables were manipulated in a laboratory study in which work performance served as the dependent variable. A field study was also used to survey employees who had survived a major layoff in their work organization. Included in the survey were measures of the independent variables, as well as the dependent variable: survivors' change in organizational commitment, relative to the pre-layoff period. As expected, survivors reacted most negatively when they identified with layoff victims who were perceived to have been inadequately compensated. The negative reaction took the form of reduced work performance in the lab study and lowered organizational commitment in the field study. Explanations, theoretical and practical implications, and avenues for further research are discussed.
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A survey of the literature on organizational politics (OP) reveals a lack of consensus among authors on a definition of this term. This paper presents a review and discussion of the various OP definitions in an attempt to further clarify the nature of this intriguing and important field of study. The definition elements are discussed in terms of their implications for future research toward the understanding of OP in work organizations.
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The frustration-aggression hypothesis advanced by Dollard, Doob, Miller, Mowrer, and Sears is briefly summarized and it is noted that 1) a frustration can be defined as the nonfulfillment of an expected gratification, and 2) the instigation to aggression produced by a frustration is an inclination to hostile (or angry) and not instrumental aggression. The objections to this thesis holding that only arbitrary (or illegitimate) frustrations produce aggressive reactions and/or that only controllable and intentional misdeeds give rise to anger are then examined. Evidence is reported showing that frustrations can create an instigation to aggression even when they are not arbitrary or intentionally directed at the person. However, it is argued that the frustration-aggression hypothesis should be revised: Frustrations produce aggressive inclinations only to the extent that they are aversive and give rise to negative affect. Berkowitz's model of aversively stimulated aggression is summarized, and supporting evidence is cited.
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[summarize] the literature examining individuals' reactions to layoffs / focus on one important determinant of those reactions: fairness in layoff decision making / propose guidelines for managers who must plan and implement layoffs discuss the research investigating victims' and survivors' reactions to layoffs, including the psychological and physiological effects of layoffs and the effects of unemployment on the families of layoff victims / review . . . the literature investigating victim and survivor expressions of resentment directed toward the organization (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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discussed the problem posed by violence at work and considers how such violence might best be prevented / it has been structured around the premise that systematic research and the development of theory must inform practice / a cognitive behavioural theory was therefore established from the literature on aggression, and then explored in relation to the design of preventive strategies / these strategies have been set, first, in the framework of the control cycle, as described in the COSHH [Control of Substances Hazardous to Health] Regulations 1988, and then in that of a total organizational response to violence / the need for formal evaluation studies of organizational interventions was flagged behavioural control of aggression [reactive or affective aggression; instrumental or operant aggression; cognition, reinforcement and arousal] / moderating factors [individual differences, social and physical environment, alcohol] / implications for the control of violence at work [levels of control, prevention] (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Substantial developments in new office technologies over the past two decades have dramatically transformed today's white-collar workplace. One of these developments, computer-based work monitoring, has enabled employers to continually or intermittently monitor employees in real time or on a delayed basis, with or without their knowledge or permission, at levels and in a manner previously unattainable. This introductory article to this special issue outlines the current status of computer monitoring in the U. S., delineates its major advantages and disadvantages, and provides examples of early research on the topic by the author and others. Factors likely to moderate the acceptance and effectiveness of computer monitoring systems are discussed and implications for work and social relationships in the workplace are considered. An overview of the four special issue articles reporting the results of experiments assessing the effects of computer monitoring on the performance of workers and supervisors is then provided.
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The effects of gender of the subject and the target of aggression were studied by examining responses of 414 undergraduates to four anger-inducing scenarios. As predicted, in the three scenarios not involving dating, males tended to be more aggressive and to expect more approval of aggression from their friends than did females; more aggression was directed against a male, and friends approved more of aggression against a male than a female target. Also as predicted, in the scenario involving a romantic partner, females were more aggressive than males and expected more approval for aggression from friends; males were more likely than females to feel guilty, apologize, and speak politely to their dates. The results suggest that the relationship between gender and aggression is influenced by situational context, friends' anticipated reactions, feelings of guilt, and expectancies of successful outcomes.
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Reports an error in the original article by J. Greenberg (Journal of Applied Psychology, 1990, Vol 75[5], 561–568). A corrected version of Table 2 is presented. (The following abstract of this article originally appeared in record 1991-07467-001.) Employee theft rates were measured in manufacturing plants during a period in which pay was temporarily reduced by 15%. Compared with pre- or postreduction pay periods (or with control groups whose pay was unchanged), groups whose pay was reduced had significantly higher theft rates. When the basis for the pay cuts was thoroughly and sensitively explained to employees, feelings of inequity were lessened, and the theft rate was reduced as well. The data support equity theory's prediction regarding likely responses to underpayment and extend recently accumulated evidence demonstrating the mitigating effects of adequate explanations on feelings of inequity. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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The effects of automated computer monitoring under different conditions of performance standards and reward were examined in two studies conducted in a simulated organization. In the first study, 37 computer operators were divided into six groups who worked for a 2-week period under different levels of performance standards. Individual keystrokes per hour and productive time was monitored by the computers for all of the groups (one group was a control group which was monitored but was unaware of the monitoring). Four of the six groups were assigned work standards, and performance against standards was also monitored for these four groups. Feedback reports on the monitored performance were available on demand at the individual consoles for those groups which were informed of the monitoring. The results showed that computer monitoring and feedback led to increased key rate compared to the control group which was not aware of monitoring. There was little effect of monitoring on work quality, satisfaction, and stress. In the second study, 24 operators worked for a 9-week period under various performance standards and rewards. Individual keystrokes per hour, productive time, and performance against standards were monitored by the computers for all workers. Feedback reports on performance against standards and rewards earned were available on demand at the individual consoles. The results revealed that the feedback from different combinations of standards and rewards had varying effects on performance, satisfaction, and stress. These effects, and the results from the first study, are discussed in terms of goal setting and expectancy theory.
Article
A structural equation model tested the role of degree of identification with a group (Americans) and level of collective self-esteem as determinants of outgroup derogation under identity-threatening and non-threatening conditions. High identification and reductions in collective self-esteem following a threat to that identity lead to outgroup derogation, but level of collective self-esteem did not predict outgroup derogation in the no-threat condition. The consequences of derogating both threat-relevant (Russians) and threat-irrelevant nationalities for subsequent self-esteem were assessed. As predicted by social identity theory, higher amounts of derogation of the threat-relevant outgroup in the identity-threatened condition elevated subsequent collective self-esteem. Derogation of threat-irrelevant outgroups did not have this positive esteem consequence; in fact, increased derogation of irrelevant outgroups reduced subsequent self-esteem. In the no-threat condition, amount of derogation directed towards either type of outgroup did not significantly influence subsequent self-esteem, with the overall pattern being opposite to what was observed in the threat condition. Implications for theories concerning self-processes as instigators of outgroup derogation and the consequences of intergroup comparisons for collective self-esteem are discussed.
Article
Sixty undergraduate males participated in an experiment designed to examine the effects of exposure to an aggressive model and apparent probability of retaliation from the victim, on adult aggressive behavior. It was hypothesized that exposure to the model would be effective in raising the level of aggression directed against an anger instigator by Ss under conditions where the apparent probability of retaliation from this individual was low, but would fail to raise the level of aggression shown by Ss under conditions where the apparent probability of retaliation was high. The dependent measures of aggression were the intensity and duration of electric shocks ostensibly delivered to the anger instigator by Ss. Results indicated that shock intensity was significantly influenced by both exposure to the model and apparent probability of retaliation. However, shock duration was significantly influenced only by exposure to the model. Contrary to the hypothesis, even a high apparent probability of retaliation failed to elimimate the influence of the model on Ss' behavior.
Article
Sixty male undergraduates participated in an experiment designed to investigate the effects of apparent probability of retaliation from the victim and level of prior anger arousal upon adult aggressive behavior. It was hypothesized that threatened retaliation would be highly effective in inhibiting subsequent aggression under conditions where subjects had not previously been angered by the victim, but would generally fail to inhibit such behavior under conditions where they had previously suffered strong provocation at the hands of this person. Support was obtained for both of these predictions. Findings were discussed in terms of their implications for the prevention and control of human violence in naturalistic social situations.
Article
Incl. app., bibliographical references, index, answers pp; 593-619
Article
Thesis--University of Texas. Bibliography: leaves 82-86. Microfilm of typescript (positive) s
Article
Most studies that have found sex differences in aggression have reported that males are more aggressive than females. Recent evidence, however, suggests that the expectation of female nonaggressiveness may be unwarranted. The present study attempted to reconcile these differences by considering the contingencies of female aggression. Thirty females competed in a task designed to measure aggression (a) alone, (b) in the presence of a silent observer, or (c) in the presence of a supportive observer. Results indicated that as provocation increased, women in the private condition responded more aggressively than did women in the public condition. Also, women who responded in the presence of an audience were more aggressive when the observer was supportive than when she was silent. It is concluded that the usual findings of female nonaggressiveness may be attributable to women's expectations of disapproval for aggressive behavior.
Article
Examines the Dollard et al. (1939) frustration-aggression hypothesis. The original formulation's main proposition is limited to interference with an expected attainment of a desired goal on hostile (emotional) aggression. Although some studies have yielded negative results, others support the core proposition. Frustrations can create aggressive inclinations even when they are not arbitrary or aimed at the subject personally. Interpretations and attributions can be understood partly in terms of the original analysis but they can also influence the unpleasantness of the thwarting. A proposed revision of the 1939 model holds that frustrations generate aggressive inclinations to the degree that they arouse negative affect. Evidence regarding the aggressive consequences of aversive events is reviewed, and Berkowitz's cognitive-neoassociationistic model is summarized.
Article
Introduction1. The Crisis That Will Not Go Away2. Reengineering-The Path to Change3. Rethinking Business Processes4. The New World of Work5. The Enabling Role of Information Technology6. Who Will Reengineer?7. The Hunt for Reengineering Opportunities8. The Experience of Process Redesign9. Embarking on Reengineering10. One Company's Experience-Hallmark11. One Company's Experience-Taco Bell12. One Company's Experience-Capital Holding13. One Company's Experience-Bell Atlantic14. Succeeding at Reengineering15. Questions that Readers Ask the MostEpilogueIndex
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