Abstract
Previous research shows that work environment factors are important antecedents of workplace bullying (WB), because of the stress they may induce. While previous studies have typically used Karasek’s Job Demand-Control model or the Demands-Resources model, the present study investigates whether another important occupational stress model, that is the Effort-Reward Imbalance model, is also associated to WB. A survey study in 19 Belgian organizations (n = 5727) confirmed that employees experiencing an imbalance between efforts and reward were more likely to be targets of exposure to bullying. In line with previous research, this study illustrates that stressful situations increase the risk of exposure to WB. It shows that the perceived incongruence between effort and reward may increase employee vulnerability to bullying. The perceived injustice may lead employees to engage in norm-breaking behavior and also signal low social standing to others, thereby potentially eliciting negative behaviors from others.
Highlights
Prominent scholars agree that bullying at work means harassing, offending and socially excluding someone over a longer period of time (Einarsen et al, 2011)
In analogy with other stress models, we argue that Effort-Reward Imbalance (ERI) may be a risk factor for bullying
The main result was, that high ERI is positively related with the probability to be a target of bullying
Summary
Prominent scholars agree that bullying at work means harassing, offending and socially excluding someone over a longer period of time (Einarsen et al, 2011). Being repeatedly and systematically exposed to negative behaviors is the common denominator of definitions of workplace bullying (WB) (Notelaers and Einarsen, 2013; Notelaers et al, 2013). Research has shown that WB threatens employees’ mental and physical well-being at work (Nielsen and Einarsen, 2012). Researchers have started to look for theoretical frameworks explaining why different environmental features are associated with a higher risk of bullying, providing us with a deeper understanding of the WB phenomenon (e.g., De Cuyper et al, 2009). Researchers have used different stress models, such as the Job Demand-Control model (Karasek, 1979), the Job Demand-Resources model (Bakker and Demerouti, 2007), and role stress (Beehr and Glazer, 2005), showing that stress makes employees vulnerable to WB (Baillien et al, 2011a,b; Notelaers et al, 2013; Reknes et al, 2014).
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