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Organizational resources and demands influence on workplace bullying1
Abstract
Estimates of the incidences of workplace bullying vary from the single digits to greater than thirty percent. Despite the disparity in the estimates, the consensus is that workplace bullying is both pervasive and harmful. The detrimental impact of workplace bullying impacts employee well-being, organizational productivity, and national health systems. Thus, organizations should consider not only direct policies and interventions, but also elements of the work environment that may exacerbate or mitigate workplace bullying. Organizational environments can be a source of resources that contribute to employee well-being and demands that increase stress. Additional factors in the environment also act to facilitate or inhibit the employee's ability to accumulate or access the resources needed for resilience. This study integrates conservation of resources theory and the job demands-control model to investigate a specific type of employee stress workplace bullying. Based upon a large sample of working adults in Great Britain, the findings affirm that the organizational environment plays a substantive role in workplace bullying. Results suggest organizations may reduce perceptions of workplace bullying by fostering a trusting environment and affording employees a degree of control over their work. Specifically, the study finds that trust in management decreases perceptions of workplace bullying, while role overload increases perceptions of workplace bullying. Job control factors, namely job autonomy and employee participation, moderate these relationships, enhancing the negative effects of trust and mitigating the positive effect of role overload; however, social support continues to play an ambiguous role in individual perceptions of workplace bullying.
... Employees who have the ability to manage their time and the organization of their tasks can use this flexibility to deal with interactions at work and use the resources present in the work environment. On the contrary, when autonomy is limited, workers are subject to prescribed work procedures and have no options for choosing alternative work patterns that would allow them to alleviate stressful situations (Rousseau et al., 2014). EBHRM 2.4 The aim of the study In light of these previous studies, we can also note that the moderating effects of these factors on the relationship between bullying and health outcomes has been little investigated. ...
... Being able to exercise control over the way they do their work allows workers to access the organizational resources that are useful to them. Such workers may also be able to modify social interactions so that they are less vulnerable to workplace bullying (Carroll and Lauzier, 2014;Djurkovic et al., 2008;Rousseau et al., 2014). Conversely, when their level of autonomy is low, workers are confined to prescribed tasks and procedures; they have no alternatives to reduce sources of stress and it is difficult for them to access the resources available in the organization. ...
... The objective is to provide the workers with the organizational resources that allow them to get over the ordeals in the workplace. The working environment characteristics that can contribute to workers' resilience by increasing their ability to cope Devonish, 2014;Rousseau et al., 2014). ...
Purpose
This study aims to examine the role of mental health disorders (anxiety and depression) underlying the relationship between bullying and absenteeism. Moreover, the author tested the potentially moderating role that job autonomy, supervisor and colleagues’ support may play in the relationship between bullying and mental health disorders.
Design/methodology/approach
A moderated mediation analysis was conducted with a sample of French workers, controlling for their individual characteristics and their working conditions. The sample comprised 22,661 employees. This sample is representative of the French working population.
Findings
The results showed that the positive relationship between workplace bullying and absenteeism was partially mediated by anxiety and depression. In addition, job autonomy and supervisor support appear to be moderators of bullying effects. Regarding the moderating role of colleagues support, the study’s results are more nuanced.
Originality/value
Many studies show that exposure to workplace bullying increases the risk of developing mental health problems and sickness absence. This study extends previous studies by proposing a more comprehensive understanding of how and when bullying results in absenteeism. In particular, this study identified some moderators that can mitigate the harmful effects of workplace bullying on mental health and absenteeism. This study contributes to the literature on this subject by showing that organizations can reduce the potentially negative effects of workplace bullying. Organizational resources can help make individuals capable of coping with aggression. They thus contribute to their resilience.
... Experiencing a series of bullying behaviour that cause him to feel intimidated or harassed, this means that bullying is present. Furthermore workplace bullying ranges from the most subtle, even unconscious, to the most overt, deliberate, emotional abuse that includes negative behaviour [16]. Based on some of the views of the experts above, it can be concluded that workplace bullying is a situation where a person experiences negative actions such as persecution, harassment and social exclusion at work which will lower one's self-esteem so that it will cause stress, depression, fear and anxiety. ...
... My boss gives directions well on the job. 16 My boss appreciates my work. 17 My boss treats employees fairly. ...
... (d) Being humiliated or ridiculed in connection with your work. Here are the details of the variable workplace bullying questions [16] (See Table 5): Turnover intention as the dependent variable has the following dimensions and indicators: the first dimension is thought of leaving with an indicator of thoughts of leaving. Furthermore, the second dimension is looking for new jobs with an indicator of the desire to find other job vacancies. ...
... Finally, we know from previous research that many aspects associated with HIWPs, such as increased empowerment, have a protective effect against bullying. For instance, studies show that autonomy and participation attenuate the relationship between stressors and bullying (e.g., Rousseau et al., 2014). Similarly, relationship between job demands and bullying is lower when employees had high control and support (Goodboy et al., 2017). ...
... Perceived social support can therefore have a profound impact on individual outcomes (Taylor, 2011). An abundance of evidence demonstrates the link between social support and exposure to bullying (e.g., Astrauskaite et al., 2015;Rousseau et al., 2014;Goodboy et al., 2017). These studies suggest that having support from others not only protects from bullying, but also protects from negative outcomes associated with being exposed to such behaviour. ...
... Also, since bullying persists in environments that evoke stress and negative emotions , and HIWPs lower experienced stress in employees (Butts et al., 2009), employees working in environments characterized by HIWPs are likely healthy and resilient, making them less vulnerable to becoming victimized. In support, HIWPs have been associated with an increased employee well-being and control in past research (Böckerman et al., 2012;Butts et al., 2009;Mackie et al., 2001), which are work factors that minimize employees' exposure to bullying (Baillien et al., 2011;Rousseau et al., 2014). ...
... Additionally, COR theory states that passageways, or "environmental conditions that support, foster, enrich, and protect the resources of individuals," can alter the effects of resource losses (Hobfoll 2011, p. 118). Organizations can offer support passageways, such as certain types of leadership styles, to help individuals cope with stressful situations and thus prevent apathy and fatigue (Perry et al. 2010;Rousseau et al. 2014). ...
... This is particularly salient in family firms, where nonfamily employees (who often feel like extensions of the family) will likely feel that the family is in direct control of these stressors (Karra et al. 2006). Indeed, these types of organizational environments may impair the resiliency of employees, ultimately causing resource loss and stress (Rousseau et al. 2014). Therefore, we hypothesize: ...
... For family employees, we did not find support for our theorized moderating effect of spiritual leadership on the relationship between work-family conflict and organizational commitment. Drawing from the literature on source congruence to offer a possible explanation for this finding, research suggests that the buffering effect may not occur when the source of social support is the same as the source of the stressor (Beehr et al. 2003;Rousseau et al. 2014). Because of the overlap of the family and the business system, family employees may view the source of support (i.e., the family firm leader who is also part of the same family) and the stressor (i.e., work role pressures that are interfering with family responsibilities) as one and the same (i.e., the family). ...
Drawing from conservation of resources theory, we theorize that spiritual leadership serves as both a resource to enhance employees’ organizational commitment and a passageway to mitigate the negative effects of work–family conflict. Using primary triadic data from leaders, family employees, and nonfamily employees in 77 family firms, results support our theorizing that organizational commitment is enhanced by spiritual leadership but is decreased by work–family conflict. Contrary to theory, however, spiritual leadership exacerbated the negative effects of work–family conflict. Further analysis reveals that family and nonfamily employees respond differently to leadership and work–family stressors. While spiritual leadership has positive effects for family employees, it has negative effects for nonfamily employees experiencing high work–family conflict.
... There are also few studies investigating factors that may protect individuals against the effects of workplace bullying. Some studies have looked at support from co-workers (see for example Rousseau et al. 2014;Warszewska-Makuch et al. 2015; Van den Brande et al. 2016) and supportive leadership (see for example Gardner et al. 2013;Clausen et al. 2019) as protective factors. However, to our knowledge no previous studies have looked at the effects of support from these two sources in combination. ...
... It is interesting to compare our result with the study by Rousseau et al. (2014). They also found a moderating effect of support from co-workers when investigating how trust in management (as an organizational resource) and role overload (as an organizational demand) affected workplace bullying. ...
... They investigated trust in management whereas we investigated perceived supportive leadership, which include dimensions of trust and feelings of security in relation to one's immediate supervisor. The two factors are similar, however, Rousseau's et al. (2014) concept is on a general organisational level (general trust) whereas our concept is on an individual level. Another difference is that they investigate the effects on workplace bullying, whereas we investigate the potential moderating effect on the negative association between workplace bullying, and health and well-being. ...
Purpose Workplace bullying can be very stressful and it has detrimental effects on health and well-being which makes it an important area of study. Social support has traditionally been seen as important in moderating work-related stress. It was hypothesised that the negative association between exposure to bullying behaviours, and health and well-being is moderated by (a) perceived support from close co-workers and (b) perceived supportive leadership. In the study, we also investigated a three-way interaction between exposure to bullying behaviours, perceived support from close co-workers and perceived supportive leadership. This association has not been studied before and add new knowledge to the research field.
Methods We used a moderated moderation analysis of workplace bullying, co-worker support and supervisor support using cross-sectional data from a work environment survey with 1383 respondents (75% response rate).
Results The moderated moderation analysis confirmed the moderating effect of perceived co-worker support but not the moderating effect of perceived supervisor support. There was a three-way interaction, but not in the case of the lowest 12.6% of perceived supervisor support scores.
Conclusions These results indicate that the negative effect of workplace bullying on health and well-being is weaker if victims perceive that they have co-worker support, but this protective effect seems to be conditional on the perceived level of super- visor support. In other words, lack of supportive leadership may block the beneficial effect of perceived co-worker support.
... Most studies investigated job-related resources as moderators. Studies indicated "autonomy" (Baillien, Sijmens, & De Witte, 2012;Balducci, Fraccaroli, & Schaufeli, 2011a;Rousseau, Eddleston, Patel, & Kellermanns, 2014), "promotion prospects" (Balducci, Fraccaroli, & Schaufeli, 2011a), "co-worker support" (Baillien, Sijmens, & De Witte, 2012;Balducci, Fraccaroli, & Schaufeli, 2011a;Chiu, Yeh, & Huang, 2015;Rousseau, Eddleston, Patel, & Kellermanns, 2014;Smoktunowicz et al., 2015), "supervisory support" (Baillien, Sijmens, & De Witte, 2012;Smoktunowicz et al., 2015), "job control" (Smoktunowicz et al., 2015;Tuckey, Dollard, Hosking, & Winefield, 2009), "general social support" (Tuckey, Dollard, Hosking, & Winefield, 2009), "participation" (Rousseau, Eddleston, Patel, & Kellermanns, 2014) and "skill utilization" (Baillien, Sijmens, & De Witte, 2012) as attenuating resources. For example, an Italian cross-sectional study indicated that higher levels of "autonomy", "promotion prospects" and "co-worker support" attenuated the positive association between work stressors (i.e. ...
... Most studies investigated job-related resources as moderators. Studies indicated "autonomy" (Baillien, Sijmens, & De Witte, 2012;Balducci, Fraccaroli, & Schaufeli, 2011a;Rousseau, Eddleston, Patel, & Kellermanns, 2014), "promotion prospects" (Balducci, Fraccaroli, & Schaufeli, 2011a), "co-worker support" (Baillien, Sijmens, & De Witte, 2012;Balducci, Fraccaroli, & Schaufeli, 2011a;Chiu, Yeh, & Huang, 2015;Rousseau, Eddleston, Patel, & Kellermanns, 2014;Smoktunowicz et al., 2015), "supervisory support" (Baillien, Sijmens, & De Witte, 2012;Smoktunowicz et al., 2015), "job control" (Smoktunowicz et al., 2015;Tuckey, Dollard, Hosking, & Winefield, 2009), "general social support" (Tuckey, Dollard, Hosking, & Winefield, 2009), "participation" (Rousseau, Eddleston, Patel, & Kellermanns, 2014) and "skill utilization" (Baillien, Sijmens, & De Witte, 2012) as attenuating resources. For example, an Italian cross-sectional study indicated that higher levels of "autonomy", "promotion prospects" and "co-worker support" attenuated the positive association between work stressors (i.e. ...
... Most studies investigated job-related resources as moderators. Studies indicated "autonomy" (Baillien, Sijmens, & De Witte, 2012;Balducci, Fraccaroli, & Schaufeli, 2011a;Rousseau, Eddleston, Patel, & Kellermanns, 2014), "promotion prospects" (Balducci, Fraccaroli, & Schaufeli, 2011a), "co-worker support" (Baillien, Sijmens, & De Witte, 2012;Balducci, Fraccaroli, & Schaufeli, 2011a;Chiu, Yeh, & Huang, 2015;Rousseau, Eddleston, Patel, & Kellermanns, 2014;Smoktunowicz et al., 2015), "supervisory support" (Baillien, Sijmens, & De Witte, 2012;Smoktunowicz et al., 2015), "job control" (Smoktunowicz et al., 2015;Tuckey, Dollard, Hosking, & Winefield, 2009), "general social support" (Tuckey, Dollard, Hosking, & Winefield, 2009), "participation" (Rousseau, Eddleston, Patel, & Kellermanns, 2014) and "skill utilization" (Baillien, Sijmens, & De Witte, 2012) as attenuating resources. For example, an Italian cross-sectional study indicated that higher levels of "autonomy", "promotion prospects" and "co-worker support" attenuated the positive association between work stressors (i.e. ...
... In that regard, an abundance of evidence demonstrates the link between lack of social support and exposure to bullying (e.g., Astrauskaite et al., 2015;Goodboy et al., 2017;Rousseau et al., 2014). Social support in the workplace can come from different sources, typically either from peers or from supervisors. ...
... Bullying persists in poor work environments , while employees working in environments characterized by HIWPs are likely healthy and resilient, making them less vulnerable to becoming victimized. In support, HIWPs have been associated with increased employee well-being and control in past research (Böckerman et al., 2012;Butts et al., 2009;Mackie et al., 2001), which are work factors that minimize employees' exposure to bullying (Baillien, Rodriguez-Muñoz, et al., 2011;Rousseau et al., 2014). ...
Previous research has demonstrated the crucial association between employee stressors and workplace bullying. In this article, we argue that a nurturing organizational context will protect employees from exposure to workplace bullying and will interact with individual demands and resources known to have effect on exposure to bullying in the workplace. In specific, we look at high-involvement work practices (HIWPs)-which include participation, information-sharing, competence development, and rewards. Multilevel analyses on the data from 28,923 Belgian employees from 144 organizations show that organization-level HIWPs are negatively associated with bullying exposure. Moreover, HIWPs interact with individually experienced job demands and resources, by decreasing the association between employee work pressure and bullying and by somewhat compensating for the lack of experienced social support from colleagues at work. HIWPs did not moderate the relationship between employee job insecurity and bullying and social support from the supervisor and bullying. These findings highlight the important role HIWPs can play in protecting employees from workplace bullying, while also suggesting the difficulty of compensating for certain individual risk factors. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
... Specific studies also describe various benefits of control. For example, Rousseau, Eddleston, Patel, and Kellermanns (2014) found that control over work correlates with reduced likelihood of workplace bullying and greater well-being. Boxall and Macky (2014) demonstrated that greater autonomy (or control in the work environment) and involvement in decision-making produced positive well-being. ...
... As one example, Hamar, Coberley, Pope, and Rula (2015) examined an organization that implemented a well-being improvement strategy that yielded significant increases in well-being and productivity two years after strategy implementation. Also, Rousseau et al. (2014) discussed how workplace environments could either exacerbate or ameliorate workplace bullying. They reported that workplace bullying could be reduced by creating a trusting environment; specifically, employee trust in upper management. ...
This chapter examines how workplace conditions help workers grow across higher levels of well-being, with the goal of helping workplace managers and leaders wisely use existing knowledge (evidence) to create or leverage such conditions. Our emphasis is on the wise use of evidence. While there is growing scientific interest in workplace well-being, there has been less translation of scientific insight into practical insights that managerial decision-makers can use. Scientific knowledge may be best used to advise employers on how to wisely and strategically create conditions that inspire well-being. The chapter is organized in three primary sections. Section 1 discusses key issues: definition of well-being; employer motives; and review of extant evidence. Section 2 reviews evidence from efforts to create workplace well-being: (1) findings from the APA Psychologically Healthy Workplace Initiative; (2) a review of human resources and benefits management practices; and (3) a synthesis of quantitative findings. Section 3 takes the information reviewed to deduce and identify key leverage points that can help create well-being. We offer a three-part model of these levers to help decision-makers: (1) getting started: wise leadership fundamentals, (2) setting the stage: moving to design, and (3) in motion: design details and mechanics. A final road map is provided as a summary of wise steps managers can take.
... Organisations must understand these individual and corporate factors to prevent and reduce workplace bullying (Bryant et al., 2009). Addressing individual and organisational aspects may create a secure and respectful workplace that promotes excellent relationships and well-being (Baillien et al., 2009;Jang et al., 2024;Rousseau et al., 2014;Stapinski et al., 2023). ...
Workplace bullying is a widespread problem that has received great attention in academic studies in various fields. This research aims to facilitate future research by identifying the antecedents and consequences of workplace bullying. To answer the research question, a systematic literature review (SLR) methodology was used. The Scopus-indexed database journal was used to gather previous articles regarding workplace bullying, with 40 journals reviewed. This research found that workplace bullying occurs widely across industries and countries and negatively impacts the individuals affected by the bullying (victims) and the organisation. In addition, a model has been developed to examine the antecedents and consequences of workplace bullying to understand its impact more comprehensively. Through a comprehensive analysis of existing literature, this research uncovered trends and patterns in workplace bullying that had not previously been identified. The findings revealed an intriguing discrepancy between the predominant focus of previous studies on workplace bullying on the individual level and under-researched on the organisational level. Moreover, the Asian context has been overlooked in this field of inquiry. Therefore, there is a compelling rationale for conducting multilevel research in the context of Asia and developing countries to enhance our comprehension of this complex phenomenon.
... The mediating role of burnout in this relationship highlights how the harmful effects of bullying extend beyond immediate emotional distress, ultimately stifling creativity and innovation within the organization. This underscores the importance of addressing workplace bullying and supporting employees' mental well-being to foster a more innovative and productive work environment (Rousseau et al., 2014). ...
... The mediating role of burnout in this relationship highlights how the harmful effects of bullying extend beyond immediate emotional distress, ultimately stifling creativity and innovation within the organization. This underscores the importance of addressing workplace bullying and supporting employees' mental well-being to foster a more innovative and productive work environment (Rousseau et al., 2014). ...
Purpose
This study examines the impact of workplace bullying on workers’ innovative behavior, organizational citizenship behavior (OCB) and affective commitment while taking burnout into account as a potential mediator.
Design/methodology/approach
We hypothesize that workplace bullying will have a detrimental effect on employees’ capacity for innovative behavior and OCB, as well as impair their affective commitment to the company, based on the Conservation of Resource theory. We used cluster sampling to gather data from 249 bank employees, using structural equation modeling to evaluate our assumptions.
Findings
According to our research, there is a strong negative correlation between workplace bullying and innovative behavior, OCB and a reduction in affective commitment. Additionally, burnout was found to be a key mediator between these outcomes and workplace bullying, indicating a critical role for burnout in spreading the negative impacts of bullying on employees’ attitudes and behaviors.
Originality/value
The results of this study show how bullying at work harms employees’ innovative behavior, OCB and affective commitment, which might eventually lower organizational productivity and performance. It is important to develop a culture of creativity, increase employee engagement and strengthen organizational commitment by building a friendly and courteous work environment. Collectively addressing burnout and workplace bullying will increase employee well-being, job happiness and overall organizational success.
... This goes beyond the formal workplace exchanges of the employeeemployer relationship, and studies have considered the salience and role of informal support/channels offered by colleagues (Gouin et al., 2016;Mowbray et al., 2015). The existence of formal and informal support networks thus has a beneficial impact not only on individual employees but the organisation as a whole, creating a sense of organisational justice and positive climate (Cropanzano et al., 2007;Lavelle et al., 2007;Rousseau et al., 2014). Thus, our 4SC framework considers the salience of formal and informal elements of ethical infrastructures as key factors impacting employee experiences. ...
Over recent decades, workplace bullying and other forms of ‘negative acts’ have become a phenomenon of global interest. Extant scholarship has recognized the negative effects, which escalating acts of verbal and physical aggression can have on individuals and the wider, ethical infrastructure of organisations. While previous studies have explored the antecedents of such negative acts and proposed various intervention and prevention strategies, there remains a critical need to examine the coping strategies employed by those targeted by bullying, particularly in instances where silence is the chosen response. In this pioneering study, we use primary data from two UK National Health Service trusts and agent-based social simulation, to determine whether it is possible to influence the coping strategies of bullying targets. Our findings suggest that perceived organisational support has a strong effect on changing bullying coping strategies, away from external (solicitors, Court of Law) and towards internal channels (colleagues, managers, etc.). We also find that TU membership can moderately influence a change in bullying coping strategies from doing nothing to taking actions. The article makes a conceptual contribution to the literature on coping strategies as a result of (un)ethical behaviour in organisations, offers methodological innovation and makes recommendations to organisational policymakers.
... Perceptions of workplace bullying and negative work environment have decreased employee resources (D. M. Rousseau et al., 2019). Employee silence and emotional exhaustion have been affected by workplace bullying due to loss of resources or negative exhaustion of resources (Lam et al., 2010). ...
The present research examines the effects of workplace bullying (work-related bullying and physical intimidating bullying) on employees' silence. It also investigates the mediating role of emotional exhaustion among work-related bullying, physical intimidating bullying, and employee silence. Data were collected from employees working in the banking sector by adopting the purposive sampling technique. The study hypotheses were tested on the SMART PLS 3.2.2 version by using structural equation modeling (SEM). The findings present that work-related bullying and physically intimidating bullying have a direct positive relation with employee silence. Further indirect relation among work-related bullying, physical intimidating bullying, and employee silence has significantly positively mediated by emotional exhaustion. Drawing upon the Conservation of resources theory (COR), the current research adds in the literature of employee silence and its antecedents. The current study provides solutions for organizations to overcome the antecedents of employee silence. Limitations and future recommendations are discussed.
... The toxic environment it fosters make the victim feel like unsupported and isolated, while the bully becomes emboldened by the group's reinforcement of their behavior (Coyne et al., 2004). When these rules are violated in contexts such as bullying (Parzefall and Salin, 2010;Harrington et al., 2012), it can undermine trust and rapport between individuals (Einarsen and Mikkelsen, 2003;Heames and Harvey, 2006;Rousseau et al., 2014;Holten et al., 2016). ...
Purpose
A workplace bullying dynamic involving multiple individuals targeting victims can lead to the victim losing emotional bonds or affect-based trust with their colleagues, resulting in employee silence. The literature has largely ignored this negative aspect of social dynamics. This study aims to examine the relationship between workplace bullying and employee silence behaviors and determine whether affect-based trust mediates this relationship and whether climate for conflict management moderates the mediated relationship.
Design/methodology/approach
Hypotheses are tested using surveys and scenario-based experiments among faculty members in Indian Universities. There were 597 participants in the survey and 166 in the scenario-based experiment.
Findings
Results revealed that workplace bullying correlated positively with silence behaviors, and affect-based trust mediated the bullying-silence relationship. The hypothesized moderated mediation condition was partially supported as moderated the mediating pathway, i.e. indirect effects of workplace bullying on defensive silence and ineffectual silence via affect-based trust were weaker for employees with high climate for conflict management. However, the study failed to support the moderation of climate for conflict management in the relationship between workplace bullying and affect-based trust and workplace bullying and relational silence. The results of this moderated effect of climate for conflict management were similar in both studies.
Originality/value
This study is one of the few attempts to examine employee silence in response to workplace bullying in academia. Additionally, the study revealed a critical area of trust depletion associated with bullying and the importance of employee perceptions of fairness toward their institutions’ dispute resolution processes.
... Amid high role stressors, employees' frustration from blocked goals along with poor coping responses may encourage bullying by others consistent with the social interactionist perspective noted earlier. Lastly, high role overload may be conducive to workplace bullying according to a resource-based perspective wherein employees can become resource deficient (Rousseau et al., 2014). This resource deficiency . ...
Previous research suggests that role stressors (role ambiguity, role conflict, role overload) are risk factors for workplace bullying, but little is known about when and for whom role stressors affect the risk of being bullied at work. These studies provide a first empirical examination of gender and perceived organizational support (POS) as moderators among targets in role stressor–bullying relationships. We propose that each role stressor relates positively to workplace bullying. We also propose that women experience higher levels of workplace bullying than men and that role stressors relate to workplace bullying more strongly for women than men. We hypothesize that POS relates negatively to workplace bullying and further, that POS has a buffering effect with role stressor–bullying relationships being weaker when POS is high. We propose that the two-way interaction of role conflict and POS is further moderated by gender; specifically, women experiencing high role conflict and low POS are especially likely to be bullied. Data collected in two cross-sectional surveys 3 years apart from a Canadian provincial education association (Study 1; n = 2,142; Study 2, n = 2,008) showed across both studies that role conflict was the strongest predictor of workplace bullying, followed by role ambiguity, and that POS was negatively related to bullying. Results partially supported gender moderation of the role conflict–bullying relationship; both studies showed higher bullying of both women and men under high role conflict, and in Study 1 women were targeted most but in Study 2 men were targeted most. POS moderated role stressor–workplace bullying relationships across both studies. High POS had its strongest buffering effects for role ambiguity and role conflict across both studies, with partial support for role overload in Study 2. Although the three-way interaction was not supported, Study 2 demonstrated higher bullying for both genders under high role conflict and low POS; however, bullying was highest for men, not women. Results affirm the importance of moderators in role stressor–bullying relationships, suggesting that POS can offset negative impacts of these stressors and that gendered bullying risk in stressful work environments warrants closer scrutiny.
... Secara khususnya, Rousseau, M. B. Eddleston et al. (2014) berpendapat bahawa integriti dalam pengurusan dirangka sebagai sumber dan asas kepada organisasi dan beban tugasnya atas permintaan organisasi sendiri. Definisi integriti yang diberikan oleh Hosmer (1995) pula adalah mencerminkan pergantungan oleh seseorang, kumpulan atau firma kepada tugas atau kewajipan yang diterima secara sukarela dari pihak, kumpulan atau firma lain untuk mengiktiraf dan melindungi hak-hak dan kepentingan semua orang lain yang terlibat dalam usaha bersama. ...
Pada September 2021, Pertubuhan Pendidikan, Sains dan Kebudayaan Pertubuhan Bangsa-Bangsa Bersatu (UNESCO) telah melancarkan Sidang Kemuncak Pendidikan Transformasi (Transforming Education Summit) sebagai tindak balas kepada krisis global dalam pendidikan. Pelancaran ini merupakan inisiatif UNESCO menggembleng usaha pemulihan COVID-19 dan pemerkasaan Matlamat 4 Pendidikan Berkualiti, Matlamat Pembangunan Mampan (SDG) 2030. Hal ini kerana Pertubuhan Bangsa-Bangsa Bersatu (UN) mendedahkan bahawa COVID-19 telah memburukkan lagi krisis pembelajaran di dunia, 147 juta kanak-kanak tercicir lebih separuh daripada pengajaran dalam kelas sejak tahun 2020. Impak pandemik ini turut mengancam kemenjadian pelajar pelbagai peringkat pendidikan. Selaras dengan misi SDG, Kerajaan Negeri Kelantan komited dalam membangunkan rakyat menjadi insan mulia melalui pendidikan berdasarkan prinsip ketiga dalam Dasar Pendidikan Rabbani Kelantan (DPRK) iaitu Kemenjadian Insan Mulia. Prinsip ini menekankan generasi rabbani memiliki kecintaan ilmu pengetahuan dalam jiwa pelajar. Merujuk perspektif Islam, perbuatan menimba ilmu pengetahuan bermula dari peringkat rendah hingga ke peringkat tinggi perlu ditekankan dalam pembinaan insan mulia. Justeru, inisiatif pembangunan dan pemerkasaan pendidikan serta pemulihan krisis pendidikan merupakan kewajipan setiap individu. Jika kewajipan menimba ilmu hingga ke peringkat tinggi dipandang enteng maka kecintaan ilmu pengetahuan menjadi pudar malah menjejaskan kesejahteraan negara dan ummah. Sehubungan itu, kajian ini dikemukakan bagi membincangkan kelebihan pembangunan pelajar sekolah Yayasan Islam Kelantan (YIK) hasil pelaksanaan prinsip Kemenjadian Insan Mulia berdasarkan dalil al-Quran kecintaan ilmu pengetahuan dalam DPRK. Berasaskan metode analisis tekstual secara tematik, kajian kualitatif ini mendapati pelaksanaan prinsip Kemenjadian Insan Mulia berpotensi membangunkan kecintaan terhadap ilmu pengetahuan dan membantu mengurangkan krisis pendidikan global. Kajian ini turut positif prinsip Kemenjadian Insan Mulia berupaya menambah kualiti pendidikan negara dan mampu melahirkan generasi rabbani. Kesimpulannya, pelaksanaan prinsip DPRK dilihat berkemampuan menyumbang kepada usaha pembangunan pelajar secara holistik sebagai insan mulia yang diperlukan oleh masyarakat dan negara. Kata kunci: Pembangunan, Kemenjadian, Insan Mulia, Pendidikan, DPRK
... Researchers indicated that managers are considered as top bullying committers i.e., "linking top-down bullying to organizational structures" and via power misuse (Roscigno et al., 2009). investigated that power and dependency approach is key factor that enable subordinates to act as bullying committer and Rousseau (2014) identified the environment of workplace is key factor that creates bulling action rather that differences among individuals. In numerous fields, bullying is recognized as severe issue e.g. trade unions, human resources (HR) department and professional organizations indicated in previous (Cowie et al., 2002). ...
Current research is aimed to study the impact of workplace bullying (WPB) on EP with the mediating effect of psychological well-being (PWB) among the healthcare staff at hospitals in Azad Jammu and Kashmir, Pakistan. For empirical analysis Structural Equation Model (SEM) performed by using AMOS 21.0 to test the hypotheses of the study and to check the different relationships with the help of data collected from 873 respondents. It is found that WPB has negative outcomes for the performance of female nurses in the health sector of AJK, Pakistan. Statistical results indicate that PWB has negative and significance impact on performance; this is because WPB can badly affect the PWB of individuals at workplace. Current study is limited to analyzing negative consequences bullying, but further analysis can be done. E.g., performance of employees can be analyzed after implementation of adequate environment, training of employees and formulation policies that reduce stress at workplace. Current study is applicable for health care sector of Pakistan, as rare studies theoretically and empirically examined influence of bullying on performance of nurses in health sector AJ&K, Pakistan specially with mediating role of PWB. Finding of current research will enable health care sector of Pakistan to formulate strategies and create friendly environment for nurses to enhance their efficiency and performance. This paper theoretically contributes for health care centers to minimize the negative events from workplaces in order to yield better productivity. From the health sector perspectives this study explores that psychological well-being is badly affected by the negative event (WPB) and in result the performance of the nurses is not as required.
... Higher autonomy is positively related to work engagement (Bošković, 2021;Galanti et al., 2021) and negatively associated Frontiers in Psychology 10 frontiersin.org with bullying (Bowling and Beehr, 2006;Balducci et al., 2011;Rousseau et al., 2014) and loneliness (Henning et al., 2021;Wang et al., 2021). This finding could suggest that when bullied victims work remotely, they experience fewer in-person interactions and higher autonomy, both of which are expected to have desired effects on work engagement, bullying, and loneliness. ...
Remote work became the new normal during COVID-19 as a response to restrictions imposed by governments across the globe. Therefore, remote work’s impact on employee outcomes, well-being, and psychological health has become a serious concern. However, the knowledge about the mechanisms and outcomes of remote work is still limited. In this study, we expect remote work to be negatively related to bullying and assume that bullying will mediate remote work’s impact on work engagement and loneliness. To test our hypothetical model, we applied a cross-sectional design using data from a large representative sample of 1,511 Norwegian workers. The data were collected in September 2021 during a period of COVID-19 restrictions in Norway. The results confirmed our hypotheses: remote work was positively related to loneliness and work engagement but negatively related to bullying. Further, bullying was positively related to loneliness and negatively related to work engagement. Moreover, bullying was also found to play a partial mediating role, supporting our hypothesis. This study suggests that remote work is related to both positive and negative mechanisms in the workplace. Remote work can potentially reduce bullying and have a protective function in preventing bullying. However, since remote work has positive relations with both loneliness and work engagement, this study illustrates that organizations should be cautious and perhaps consider a moderate level of remote work. Hence, the results have several implications for HR policies and management.
... Through a COR lens, we propose that ethical supervisor behavior can be conceived as a resource passageway (Rousseau et al., 2014) that helps in conserving and gaining additional personal and psychological resources (Sharif & Scandura, 2014). Employees supervised by an ethical leader do not have to waste their valuable resources (e.g., time, energy, social relationships) to deal with the potential threats or problems of an unethical leader. ...
... Trust in top management reflects employees' confidence that organizational decision makers are honest and reliable, with the associated belief that the organization will protect them from resource-draining situations in their daily work functioning (Bouckenooghe, 2012). The open communication that characterizes trust-based relationships between employees and organizational leaders similarly may convince employees that their employer does everything in its power to eradicate bullying activities among its ranks, even if the results may not be visible yet (Kwan et al., 2016;Rousseau et al., 2014). In this way, trust in top management can mitigate the hardships of workplace bullying, because employees are more confident that their employer will use adequate measures to discipline the bullies (Cooper- Thomas et al., 2013;Goodboy et al., 2017). ...
This study adds to business ethics research by investigating how employees' exposure to workplace bullying might spur their negative gossip behaviors, as well as how this effect might be buffered by their access to two personal resources (religiosity and innovation propensity) and two contextual resources (work meaningfulness and trust in top management). Survey data collected among Canadian‐based employees who work in the religious sector reveal that workplace bullying increases the likelihood that they spread negative rumors about other organizational members, but this effect is weaker when employees (1) can draw from their religious faith, (2) are motivated to generate innovative ideas, (3) derive meaning from their work, and (4) have confidence in the trustworthiness of top management. For management scholars and practitioners, this study thus pinpoints different resources that diminish the risk that workplace bullying infuses work environments with even more negative energy, as might occur if bullying spills over into additional, negative gossip behaviors.
... Through a COR lens, we propose that ethical supervisor behavior can be conceived as a resource passageway (Rousseau et al., 2014) that helps in conserving and gaining additional personal and psychological resources (Sharif & Scandura, 2014). Employees supervised by an ethical leader do not have to waste their valuable resources (e.g., time, energy, social relationships) to deal with the potential threats or problems of an unethical leader. ...
This paper tests the mediating role of knowledge hiding in the ethical leadership–employee well-being relationship. The moderated mediation examines the impact of individual characteristics (self-enhancement motives and job involvement) on employee well-being through knowledge hiding. The hypotheses are supported by multi-source data collected at two points from 410 employee and co-worker dyads from emerging Indian multinational enterprises. Results reveal that ethical leadership reduces knowledge hiding behavior, which, in turn, strengthens the well-being of employees. Individual characteristics moderate this relationship such that the negative impact of ethical leadership on knowledge hiding is more pronounced when self-enhancement motives and job involvement are high. Finally, the moderated mediation suggests that individual characteristics act as catalysts and ameliorate the indirect negative impact of ethical leadership on employee well-being through knowledge hiding.
... Studies on bullying behavior in Asia have focused more on the impact of workplace bullying especially on well-being and job performance (Gabriele Giorgi, 2010;Hassan, Al Bir & Hashim, 2015Iftikhar & Qureshi, 2014Qureshi, Rasli & Zaman, 2014;Yahaya et al., 2012) but less on the factors that contribute to them experiencing the behaviour. Workload or job demand are often reported as a prevalent factor (Baillien et al., 2011;Balducci et al., 2020;Rousseau et al., 2014). ...
... The real form of SET concern with social behaviours and concerns, it included the psychological contracts, the value of terms, and reputations. The term psychological contracts have been defined by Rousseau in 1989 as 'employer's promises and employees' perception regarding terms with no written evidence is known as the psychological contract between the employer and employee, it will be then their concerns how effectively both the parties keep their words, a psychological contract will rarely allow the third party to intervene' (Rousseau et al., 2014;Rousseau, 1989). ...
It is the need of every organization to maximize its profits by working with efficient and effective organizational tools and to make the best use of organizational resources. For a business to gain profit it is essential for managers and decision-makers to keep the pace of generating profits always at a certain mark. This study aims to identify potential managerial problems for businesses operating in Pakistan, specifically related to employee-supervisor relationships. The study is a novel attempt in this field as it intends to uncover the employee silence aspects in the event of abusive supervision and finds its impact on overall organizational performance. The research was carried out with a sample of 110 responses collected from public and private organizations in Pakistan. This research has identified that with the increase in abusive leadership, there will be a decrease in organizational productivity and employees’ silence will also significantly increase. Meanwhile, employee silence has a comparatively larger effect i.e., 12% on the productivity of an organization, than the direct effect of abusive supervision on productivity. The study findings accentuate that the organizational leadership team should work on maintaining fair treatment of every employee and decrease the extent of abusive supervising behaviour at work in order to maximize profits and let employees use their potential creativity to give the best output that organizations really expect them to provide.
... First, and perhaps most importantly, the personal resources that job autonomy provides enhances the individual's personal control and equips them to behave more appropriately when interacting with colleagues. Second, the personal resources that job autonomy provides also gives the spouse a sense of personal control over when and how she or he interacts with colleagues and thus may provide the latitude to avoid potentially negative social interactions (Aquino et al., 2999;Rousseau, Eddleston, Pate, & Kellermanns, 2014), and in doing so may reduce the likelihood of engaging in incivility at work. Further, there is evidence that individuals have a level of mood awareness and then act with respect to that self-knowledge through engagement or diversion tactics such as getting social support from others, venting, or engaging in relaxing activities (Totterdell & Parkinson, 1999). ...
We propose a spillover-crossover-spillover process model of dual-career couples by which job incumbent job tension contributes to strain-based work-family conflict which motivates their work-based family undermining, that later relates to the spouse’s workplace incivility. Further, we propose the spouse’s job autonomy moderates the relationship between job incumbent work-based family undermining behaviors and spousal incivility at work. We test the proposed model using a sample of 420 dual-career couples’ survey responses collected over three time periods. Results indicate that job incumbent job tension relates positively to their work-based family undermining behaviors, which then associates with the spouse’s workplace incivility. These effects are moderated by the spouse’s job autonomy such that greater autonomy weakens the relationship between perceived work-based undermining behaviors and incivility at work.
... When employees experience autonomy, they can adjust their social interactions to avoid further bullying (Aquino, Tripp, & Bies, 2001). If they are already being bullied, autonomy might help them defend themselves more assertively (Rousseau, Eddleston, Patel, & Kellermanns, 2014). Furthermore, as low power may sensitize employees to perceived threat and victimization (Anderson & Berdahl, 2002;Keltner, Gruenfeld, & Anderson, 2003), autonomy and empowerment may in contrast lead employees to perceive ambivalent acts as less threatening. ...
Despite the serious consequences of exposure to workplace bullying for the wellbeing of individuals and functioning of organisations, few studies have investigated how organisational practices could reduce the negative impact of bullying on employee wellbeing. In the present study, we investigate the longitudinal association of exposure to workplace bullying with depressive symptoms and sleep problems, and whether high-involvement work practices (HIWP) and conflict management (CM) procedures moderate these associations. The data for the study were drawn from the Swedish Longitudinal Occupational Survey of Health (SLOSH). The final sample comprised 21,029 individuals with 45,678 person-observations from 4 waves. Longitudinal multilevel models (with study waves nested under individuals) showed that exposure to workplace bullying increased depressive symptoms and sleep problems. Furthermore, both HIWPs and CM procedures were moderators of the association between exposure to bullying and depressive symptoms and sleep problems. The results support previous findings, suggesting that workplace bullying has severe consequences for subsequent wellbeing. Moreover, it extends previous research by showing that organisational practices, such as high-involvement work practices and collaborative conflict management procedures, may act as organisational resources that buffer the negative effects of exposure to bullying on wellbeing.
... Abusive supervision, as a factor which threatens individuals' personal resources, may cause individuals to be alienated from their jobs. Individuals confronting with abusive supervision may lose some emotional resources such as control, freedom and self-expression, which may break their connection with the job (Rousseau et al., 2014;Fatima et al., 2018). A few studies (Han et al., 2013;Finney et al., 2018) in literature highlight that abusive supervision increases job alienation. ...
The main purpose of this study is to understand how abusive supervision affects service sabotage. In this context, the mediating role of job alienation was examined. In addition, other purpose of this research is to investigate whether organization-based self-esteem moderates the relationship between abusive supervision and job alienation. The study was carried out with the participation of 336 employees working in hotel companies in different regions of Turkey. It was revealed that abusive supervision impacts on job alienation and service sabotage. Moreover, the study results showed that job alienation affects service sabotage. Job alienation has a mediating role whereas organization-based self-esteem does not have a moderating role. Finally, this study contributes to the management literature by providing a cross-section on the consequences of abusive supervision.
... Rai and Agarwal (2017) have also used the COR theory to explain the association between bullying and work engagement. In another study conducted in Great Britain, Rousseau et al. (2014) have combined COR theory and the job-demands control model to examine the concept of workplace bullying. We, therefore, draw on the COR theory as well and contend that the phenomenon of workplace bullying causes reduction in an individual's resources and thereby results in job burnout. ...
Purpose
The purpose of this paper is to assess the influence of workplace bullying on job burnout of employees and investigate the mediating role of hardiness in the relationship and the extent to which the mediation is moderated by emotional intelligence.
Design/methodology/approach
The present data were collected from 350 employees working in varied companies in the ITES-BPO sectors of Delhi NCR of India. The study used stratified sampling method for good coverage from different departments of the organizations. The present data were collected in two stages following the suggestion given by Podsakoff et al. (2003) so as to minimize common method bias.
Findings
The findings suggest that workplace bullying is positively related to job burnout, and workplace bullying is negatively associated with hardiness. Hardiness was also found to be negatively associated with job burnout. It has also been found that workplace bullying is associated with job burnout through hardiness, and emotional intelligence moderates the relationship between hardiness and job burnout. The results also indicate that the indirect effect of workplace bullying on job burnout via hardiness is conditional on emotional intelligence.
Research limitations/implications
As the present study pertains to only one part of India, i.e. Delhi NCR of India, the results cannot be generalized. Future research can take a larger sample for the same. The demographic variables’ effect was out of the scope of this study. If demographics were taken into consideration, it might have resulted in interesting results. Moreover, the employees who were physically present at the time of data collection were asked to respond in a given time frame. One might argue that employees were not given enough time to respond. Future work can also incorporate other sectors so as to do a comparative study between sectors.
Practical implications
Based on the study results, it may be suggested that managers may do well to devise strategies for coping with the phenomenon of workplace bullying and job burnout in employees, to provide a healthy work environment with better employee morale and enhanced productivity.
Social implications
The findings of the study have implications for organizations in the service sector, particularly the BPO-ITES sector examined in the study. This being a customer-focused industry expects employees to ensure meeting deadlines and enhanced customer satisfaction; therefore, it would be worthwhile for managers to help employees in dealing with job stressors in their work environment. It would be useful to raise awareness about workplace bullying and encourage employees to report such incidents while assuring the complete support of the management.
Originality/value
While a review of extant literature indicates that emotional intelligence may lead to a reduction in job burnout of employees, yet, emotional intelligence has not been used previously as a moderator in mitigating the influence of workplace bullying and job burnout. Moreover, the role of hardiness as a mediator in the above-mentioned relationships has not been addressed in previous studies.
... A number of additional single-and two-wave studies have provided evidence for the usefulness of the DCS model factors for the understanding of bullying, especially from a target perspective (e.g. Rousseau, Eddleston, Patel, & Kellermanns, 2014;Salin, 2015;Spagnoli, Balducci, & Fraccaroli, 2017). Taken together, these studies support the proposition that workplace bullying is negatively affected by job-stress-inducing factors as conceptualized in the DCS model. ...
This chapter reviews the available international literature on the organizational antecedents of bullying and harassment by adopting the perspective of the work environment hypothesis as the main underlying theoretical explanation. According to this hypothesis, in a poorly organized work environment, employees experience high levels of stress and frustration, which may lead them to be involved in interpersonal conflicts, with some of these conflicts spiralling and evolving into bullying situations. Thus, the work environment hypothesis conceptualizes bullying as a behavioural strain outcome triggered by negative working conditions. Research adopting this explanation has grown considerably in the last decade or so, using progressively more convincing research designs. The chapter first presents a detailed description of the work environment hypothesis. It then reviews the main results of the first exploratory surveys on the role of working conditions in bullying that have consolidated such a hypothesis and have opened the way to more systematic and robust investigations. Next, it reports the evidence linking the following specific working conditions to bullying: job demands and job resources as conceptualized and measured according to two well-known job stress models (i.e. the demand–control–support model and the job demands–resources model); leadership characteristics; organizational change and job insecurity; organizational culture and climate; reward systems; and physical working conditions. In the concluding section, the main limitations of the available research will be highlighted and, based on these, directions for future research will be proposed.
... In other words, it can destroy the person's profile. Bullying in the workplace can be an offensive, unwelcome, or very aggressive verbal communication; it can also include aggressive behavior such as intimidation or sexual harassment at the workplace (Rousseau, Eddleston, Patel, & Kellermanns, 2014). According to (Branch, Ramsay, & Barker, 2013), bullying in the workplace refers to a situation when a person is exposed to being mistreated by others through a long period of time through methods including humiliation, yelling, or teasing along with the perceived inability to defend themselves from such mistreatment. ...
Dysfunctional behavior at the workplace reflects the behavior that violates remarkably the accepted norms at the workplace which is in turn can be destructive to overall organizational performance. This study aims to explore the relationship between dysfunctional behavior at the workplace and employees’ job performance. In order to study the issue of organizational dysfunction in Egypt, a unique organization was taken as a case study, namely SEKEM. This research is qualitative research based on the approach of Action Research. Through this approach, a semi-structured interview was designed by the researchers and used to collect data from the employees of SEKEM. As such, it is recommended to take new approaches to effectively manage dysfunctional behavior at the workplace.
... In the existing literature, COR theory has been used to explain the antecedents-bullying as well as bullying-outcomes relationship. For instance, Rousseau et al. (2014) used COR theory to investigate the dynamics of resource gain (organizational resource trust) and resource loss (organizational demand-role overload) in influencing employees' perceived exposure to workplace bullying and the role played by other workplace resources (autonomy, participation and social support) in this resource gain and loss cycle. Other studies have used COR theory to demonstrate that stressful events, such as workplace bullying trigger a resource loss process, which, in turn, can give rise to a host of undesirable outcomes (Wheeler et al., 2010). ...
Purpose
The purpose of this paper is to examine the relationship between workplace bullying and employee outcomes (intention to quit (ITQ), job satisfaction and work engagement) with psychological contract violation (PCV) as mediator and workplace friendship as moderator.
Design/methodology/approach
Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.
Findings
Results revealed that PCV mediated bullying-outcomes (ITQ, job satisfaction and work engagement) relationship and effects of workplace bullying on proposed outcomes were weaker in the presence of high workplace friendship.
Research limitations/implications
A cross-sectional design and use of self-reported questionnaire data are a limitation of this study. As the study did not cover all sectors, the results of this study should be interpreted with caution.
Originality/value
To the best of the authors’ knowledge, this study is rare attempts to examine the mediating role of PCV and the moderating role of workplace friendship in bullying-outcomes relationships. This study also contributes in terms of its context and sample.
... Specifically, when employees have considerable decision latitude regarding their work, they can adjust their social interactions and attempt to avoid negative encounters, and consequently become less vulnerable to potential workplace bullying (Aquino, Tripp, & Bies, 2001). If they are already exposed to bullying, high job autonomy might allow them to defend themselves more assertively (Rousseau, Eddleston, Patel, & Kellermanns, 2014), reducing the risk of burnout. ...
Workplace bullying is a widespread and challenging problem in healthcare organizations, bearing negative consequences for individuals and organizations. Drawing on the job demands–resources theory, in this study, we examined the relationship between workplace bullying and burnout among healthcare employees, as well as the moderating role of job autonomy and occupational self-efficacy in this relationship. Using a cross-sectional design with anonymous questionnaires, data were collected from two samples of 309 healthcare employees in a mental health facility, and 105 nurses studying for their bachelor degree in health systems administration. The findings indicated that workplace bullying was positively related to burnout dimensions, and that this relationship was moderated by job autonomy and occupational self-efficacy resources. Job autonomy interacted with workplace bullying in predicting emotional exhaustion and depersonalization; the interaction of bullying with occupational self-efficacy significantly predicted depersonalization. These results underscore the importance of control-related resources in mitigating the harmful effects of workplace bullying on employees. Implications for research and managerial practices are discussed.
... Arguably, bullying of younger people is particularly harmful to younger brains. Further, the findings from Einarsen and Nielsen, 2015;Hodgins, et al., 2014;and Rousseau, et al., 2014, show that targets of workplace bullying are not just bullied four or five times, as the rats in the Miczek study, they often face months or even years of abuse (Hollis, 2016). During such abuse, the stress hormone is consistently poured into the brain, killing brain neurons. ...
... Arguably, bullying of younger people is particularly harmful to younger brains. Further, the findings from Einarsen and Nielsen, 2015;Hodgins, et al., 2014;and Rousseau, et al., 2014, show that targets of workplace bullying are not just bullied four or five times, as the rats in the Miczek study, they often face months or even years of abuse (Hollis, 2016). During such abuse, the stress hormone is consistently poured into the brain, killing brain neurons. ...
Bad leadership and aggressive behavior in the workplace have been a recurring problem for most companies in the United States. With the rise in hostile work environment litigation, management has to address the problem of workplace bullying of employees. The purpose of this chapter is to examine the problem of workplace bullying and bad leadership behavioral traits on the victims and victims' actions to deal with bullying behavior. The researchers conducted a nationwide study with 327 participants that have experienced workplace bullying and bad leadership. The researchers used a first-generation, researcher-developed survey instrument to conduct this study. The results of the study show there is strong causal influence of workplace place bullying traits and victim behavior such as employee resignations and HR complaints. Management should carefully evaluate the effects of workplace bullying and bad leadership on its workforce.
يهدف البحث الحالي الى بيان تاثير سلوك القيادة المدمر (الاعتزاز بالذات ,الخلل بالاشراف , عدم القدرة على التنبؤ , النرجسية و القيادة الاستبدادية) في الاختلال الوظيفي (السلوك العداوني , السلوك المنحرف) باعتبار النميمة في مكان العمل (النميمة المتعلقة بالعمل , النميمة غير المتعلقة بالعمل ) متغيرا وسيطا في مركز وزارة العمل والشؤون الاجتماعية ، وتم اختيار عينة قصدية قوامها (128) من مسؤولي الشعب، اعتمد البحث على المنهج الوصفي التحليلي، وتم الاستناد على الاستبانة كاداة رئيسة لجمع البيانات والمعلومات، واستخدمت ادوات الأحصاء الوصفي و الانحدار الخطي البسيط بالاعتماد على البرنامج الاحصائي (SPSS. V.24) وتحليل المسار باستخدام برنامج (Excel) ، تبين من نتائج الجانب العملي هنالك تأثير واضح لسلوك القيادة القيادة المدمر بتوسط النميمة في مكان العمل في حدوث الاختلال الوظيفي ، ويوصى البحث الى اعتماد انظمة رقابه تعتمد على الاداء اكثر من التقييم الذاتي للعاملين وان يتم اختيار المدراء بالاستناد الى عده اختبارات وليس الخبرة العملية او العلمية فقط والاخذ بالاعتبار الانماط الشخصية والنزعات النفسية لهم، عدم السماح بالنميمه غير المتعلقة بالعمل او التدخل بالشؤون الشخصية للعاملين واتخاذ الاجراءات الرادعه لكل من يخالف التعليمات، وتشجيع العاملين على الافصاح عن مشكلات العمل وضمان عدم معاقبتهم او تهديدهم في حال البوح بها لانها ستقلل من معالجة المشكلات الاكثر صعوبة وتعقيدا للمدى البعيد .
A particular research line on workplace bullying, emotional abuse and harassment investigates the moderating role of coping mechanisms and resources either in the development of these situations at work or in attenuating (i.e. decreasing) versus amplifying (i.e. increasing) their negative outcomes. This chapter summarizes the current state of the art regarding these studies by presenting an overview of the available international literature on this topic. First, we give a general overview of the definitions and classifications as related to coping mechanisms and resources. Second, we discuss the moderating role of coping mechanisms in the associations between antecedents and workplace bullying on the one hand and in the associations between bullying and its outcomes on the other hand, as detected in research to date. We conclude that most problem-focused coping mechanisms attenuated both associations, while most emotion-focused coping mechanisms amplified both associations. Third, we review the literature enhancing insight into coping resources that moderate the associations between antecedents and bullying or between bullying and its outcomes. This leads us to identify several personal (e.g. “self-efficacy”), job-related (e.g. “autonomy”) and organizational (e.g. “psychosocial safety climate”) coping resources that seem to attenuate these associations. However, we also detect some personal coping resources in the literature (e.g. “social anxiety” and “external locus of control”) that may amplify the association between workplace bullying and its negative outcomes. Relying on current knowledge as well as gaps, we conclude with avenues for future research and guidelines for practice.
Workplace bullying is a serious problem that may arise within any occupation or organisation. Situations of workplace bullying are highly stressful and affect the health of workers who experience them in a negative way. Resilience has beenidentified as an essential capacity to protect people’s health. This study focuses on how resilience functions in situations of workplace bullying. By means of questionnaires, information about workplace bullying behaviours, resilience, andpsychological health in a sample of 762 workers was collected. The results show that exposure to bullying behaviours is related to poorer health, and resilience has a mediating role in the relationship between workplace bullying and employees’health. Main findings, limitations, and practical consequences of this study are discussed. The results obtained may serve to assist human resources managers and professionals when they are designing programs aimed at both controlling andpreventing workplace bullying within organisations.
Despite the growing number of meta-analyses published on the subject of workplace mistreatment and the expectation that women and racial minorities are mistreated more frequently than men and Whites, the degree of subgroup differences in perceived workplace mistreatment is unknown. To address this gap in the literature, we meta-analyzed the magnitude of sex and race differences in perceptions of workplace mistreatment (e.g., harassment, discrimination, bullying, incivility). Results indicate that women perceive more sex-based mistreatment (i.e., mistreatment that explicitly targets a person's sex) in the workplace than men (δ = .46; k = 43), whereas women and men report comparable perceptions of all other forms of mistreatment (δ = .02; k = 300). Similarly, although racial minorities perceive more race-based mistreatment (i.e., mistreatment that explicitly targets a person's race) in the workplace than Whites (δ = .71; k = 18), results indicate smaller race differences in all other forms of workplace mistreatment (δ = .10; k = 61). Results also indicate that sex and race differences have mostly decreased over time, although for some forms of mistreatment, subgroup differences have increased over time. We conclude by offering explanations for the observed subgroup differences in workplace mistreatment and outline directions for future research. (PsycINFO Database Record
Despite the growing number of meta-analyses published on the subject of workplace mistreatment, there is no quantitative summary of group differences in the experience of workplace mistreatment in the extant literature. In order to fill this gap, the current study meta-analyzed the impact of sex, race, age, and tenure on reports of workplace mistreatment (e.g., harassment, discrimination, bullying). Results provide some evidence that women, racial minorities, younger employees, and employees with shorter tenures may be more vulnerable to the experience of workplace mistreatment. Moderator analyses additionally reveal that categorization of mistreatment into group and non-group identity mistreatment is important when considering sex and Black/White differences. Limitations and future directions are discussed.
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