Workplace Aggression Research Articles

Overt and covert aggression in work settings in relation to the subjective well‐being of employees

AbstractAggressive behavior was studied in workplaces having (1) predominantly male, (2) predominantly female, or (3) both male and female employees in equal or near equal frequencies. In addition to examining the occurrence of different types of aggression in these workplaces, the question of whether being a target of aggression is related to employees’ subjective well‐being was addressed. One hundred sixty‐nine participants (mainly 30–50 years of age) employed in a wide range of organizations in the public sector completed a questionnaire measuring four types of observed and experienced aggression: direct overt, indirect manipulative, covert insinuative, and rational‐appearing aggression. Indirect manipulative and rational‐appearing aggression were perceived to be the most widely used aggression styles in the work context. In the predominantly male workplaces, the men were perceived to use more of all types of aggression than in the predominantly female workplaces. The women’s aggression was not related to the relative number of females and males with whom they worked. Participants were divided into two groups on the basis of the extent to which they estimated themselves to be targets of workplace aggression. Those who considered themselves to be victims of workplace aggression suffered significantly more from psychosocial problems and physical symptoms than those who had been victimized to a lesser extent or not at all. The victimized group also considered the aggression they had suffered to be the reason for their psychosocial and health problems. Aggr. Behav. 27:360–371, 2001. © 2001 Wiley‐Liss, Inc.

Perceived victimization moderates self-reports of workplace aggression and conflict.

A sample of 489 employed men between 32 and 36 years old responded to questions concerning rates of having engaged in workplace aggression and conflict. These individuals also completed a personality inventory and questionnaires related to past antisocial behavior and alcohol abuse. Consistent with prior research, workplace aggression and conflict were significantly correlated with particular personality variables (stress reaction, aggression, and control) as well as with general past antisocial behavior and alcohol abuse. Furthermore, these relationships were moderated by the perception of being victimized by others (alienation), with such perceptions strengthening associations between workplace aggression and other risk factors. These interaction effects, which cannot plausibly be attributed to the use of a self-report criterion, could have important implications for understanding and predicting aggression and conflict behavior within organizations.

Exploring the role of individual differences in the prediction of workplace aggression.

This study investigates the relationship between individual differences and the incidence of workplace aggression in a sample of employees from a transportation company and a public school system. Hierarchical multiple regression analysis indicated that measures of trait anger, attribution style, negative affectivity, attitudes toward revenge, self-control, and previous exposure to aggressive cultures accounted for 62% of the variance in the participants' self-reported incidence of workplace aggression. Further research on workplace aggression is advocated, focusing on the role of individual differences and their interactions with organizational and group-level variables.

Perceived victimization moderates self-reports of workplace aggression and conflict.

Perceived victimization moderates self-reports of workplace aggression and conflict.

Exploring the role of individual differences in the prediction of workplace aggression.

Exploring the role of individual differences in the prediction of workplace aggression.

Interpersonal and Systemic Aspects of Emotional Abuse at Work: The Target’s Perspective

The most frequent form of workplace aggression is not physical, it is emotional and psychological in nature. Known by many names, emotional abuse at work is rapidly becoming recognized as pervasive and costly both in individual and organizational terms. Most of the research to date on emotional abuse at work has utilized survey and other quantitative methodologies in an effort to document the presence, prevalence, and impact of these behaviors. However, these methodologies are based on researchers' definitions and theories of what constitutes emotional abuse rather than on the meaning given to these experiences by the targets of these behaviors. A thorough understanding of this phenomenon requires a scholarly appreciation of the target's experience. Taking "feeling abused" as the criterion variable, this study examined target's experiences based on interviews with people who self-identifed as having experienced difficulties with a boss, coworker, or subordinate. The interpersonal aspects of emotional abuse focused on the nature of behaviors exhibited and the respondents' labeling of their experience. Consistent with elements of researchers' definitions, behaviors were defined as abusive when they were repetitive, resulted in injury or harm to target, and were experienced as a lack of recognition of the individual's integrity. Judgments of violation of standards of conduct and unsolicited nature of the behaviors were also related to respondents' experiences. Relative power differential was also an important element. However, contrary to researchers' definitions, actor intent was not central in defining the experience as abusive. The systemic aspect of emotional abuse was illustrated in the nature of organizational responding to concerns raised by respondents. These responses were of critical importance in respondents' labeling of their experiences as abusive. The focus on the meaning of the behaviors for the respondents provides an enriched picture of key definitional elements. Implications of the findings for future research are discussed.

Effects of perceived control on the outcomes of workplace aggression and violence.

Effects of perceived control on the outcomes of workplace aggression and violence.

The Relationship between Training and the Experience of Aggression in the Workplace in Residential Care Staff Working in Learning Disability Services

The present study used a questionnaire to examine the following in 50 social care staff: the experience of workplace aggression in staff supporting individuals with a learning disability, the extent to which staff had received training in the prevention and management of aggressive behaviour and the relationship between training and staff confidence in dealing with aggression. The majority of staff were found to have experienced assault in the course of their work. Despite this, less than half had received training in the prevention and management of aggression. Such training seemed to impact differently on males and females, with trained males feeling confident in managing aggression, and untrained males feeling anxious. In contrast, the majority of females reported feelings of anxiety regardless of previous training. Staff reported strategies for dealing with aggression which mainly involved withdrawal of themselves and others rather than physical interventions. However, there was a neglect of longer-term strategies for dealing with aggression. Implications for practice are discussed.

Social and personal determinants of workplace aggression: Evidence for the impact of perceived injustice and the Type A Behavior Pattern

Four hundred fifty-two employed persons rated the frequency with which they had been the victims of a wide range of aggressive actions at work. In addition, they also rated the frequency with which they themselves had aggressed against others in their workplaces. Three hypotheses were investigated: (1) covert forms of aggression, in which aggressors seek to conceal their identity from target persons, are significantly more frequent in workplaces than overt forms of aggression; (2) the greater the perceived injustice reported by employees, the greater their tendency to engage in workplace aggression; and (3) the higher individuals' scores on a measure of the Type A Behavior Pattern, the greater their reported frequency of engaging in various forms of workplace aggression. Results offered support for all three hypotheses. In addition, several demographic variables (participants' age and gender; the physical location of their workplaces) were also found to play a role in the occurrence of workplace aggression. Together, these findings were interpreted as underscoring the importance of establishing close conceptual links between research on workplace aggression and basic research on human aggression. Aggr. Behav. 25:281–296, 1999. © 1999 Wiley-Liss, Inc.

Social and personal determinants of workplace aggression: Evidence for the impact of perceived injustice and the Type A Behavior Pattern

Four hundred fifty-two employed persons rated the frequency with which they had been the victims of a wide range of aggressive actions at work. In addition, they also rated the frequency with which they themselves had aggressed against others in their workplaces. Three hypotheses were investigated: (1) covert forms of aggression, in which aggressors seek to conceal their identity from target persons, are significantly more frequent in workplaces than overt forms of aggression; (2) the greater the perceived injustice reported by employees, the greater their tendency to engage in workplace aggression; and (3) the higher individuals' scores on a measure of the Type A Behavior Pattern, the greater their reported frequency of engaging in various forms of workplace aggression, Results offered support for all three hypotheses. In addition, several demographic variables (participants' age and gender; the physical location of their workplaces) were also found to play a role in the occurrence of workplace aggression. Together, these findings were interpreted as underscoring the importance of establishing close conceptual links between research on workplace aggression andbasic research on human aggression.

Workplace Violence and Workplace Aggression: Evidence Concerning Specific Forms, Potential Causes, and Preferred Targets

Contrary to the impression generated by an increasing number of news reports in the past several years, the occurrence of workplace violencemextreme acts of aggression involving direct physical assault represents a relatively rare event in work settings. However, workplace aggression--efforts by individuals to harm others with whom they work or have worked---are much more prevalent and may prove extremely damaging to individuals and organizations. This paper presents empirical evidence on the varied forms of workplace aggression and their relative frequency of occurrence in work settings. We offer a theoretical framework for understanding this phenomenon---one based on contemporary theories of human aggression----and demonstrate how principles associated with this framework may be applied to the management and prevention of all forms of aggression in workplaces.

Inappropriate Workplace Aggression: Case Examples

Inappropriate Workplace Aggression: Case Examples

Sexual Harassment: A Case of Workplace Aggression

Sexual Harassment: A Case of Workplace Aggression

Workplace violence and workplace aggression: Evidence concerning specific forms, potential causes, and preferred targets

Contrary to the impression generated by an increasing number of news reports in the past several years, the occurrence of workplace violence—extreme acts of aggression involving direct physical assault—represents a relatively rare event in work settings. However, workplace aggression—efforts by individuals to harm others with whom they work or have worked—are much more prevalent and may prove extremely damaging to individuals and organizations. This paper presents empirical evidence on the varied forms of workplace aggression and their relative frequency of occurrence in work settings. We offer a theoretical framework for understanding this phenomenon—one based on contemporary theories of human aggression—and demonstrate how principles associated with this framework may be applied to the management and prevention of all forms of aggressions in workplaces.

Workplace Aggression as a Consequence of Negative Performance Feedback

Providing negative feedback to subordinates is one of the most difficult and stressful interactions in the workplace. Although such encounters may produce necessary changes and improved subordinate performance, they may also prompt retaliation and hostility. In this study, we examined managers' concerns and experiences with respect to this process. In particular, we focused on managers' experiences with aggressive employee reactions to negative feedback. Results suggest that most employee aggression following feedback is verbal, passive, and/or indirect in nature. Physical violence was the least likely form of aggressive reaction encountered by participating managers. Managers also reported one critical incident of aggression following feedback, and described problematic emotional, relational, and task-related consequences. Findings suggest the importance of preparing managers for potentially aggressive responses by employees, encouraging them to deliver negative feedback in a manner that minimizes the likelihood of aggression and considering alternative models with regard to appraisal practices.

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

Recent news reports have focused attention on dramatic instances of workplace violence-extreme acts of aggression in work settings. It is suggested here that such actions, while both tragic and frightening, are only a small part of a much larger problem of workplace aggression-efforts by individuals to harm others with whom they work or the organizations in which they are employed. The present study investigated two major hypotheses with respect to such aggression: 1) contrary to what media reports suggest, most aggression occurring in work settings is verbal, indirect, and passive rather than physical, direct, and active; 2) recent changes in many organizations (e.g., downsizing, increased workforce diversity) have generated conditions that may contribute to the occurrence of workplace aggression. A survey of 178 employed persons provided partial support for both predictions. Verbal and passive forms of aggression were rated as more frequent by participants than physical and active forms of aggression. In addition, the greater the extent to which several changes had occurred recently in participants' organizations, the greater the incidence of workplace aggression they reported. VioLit summary: OBJECTIVE: The purpose of this study by Baron and Neuman was to examine whether verbal, indirect, and passive forms of aggression are more common in work environments than physical, direct, and active forms of aggression. Additionally, the authors investigated whether changes that occur in work environments lead to increased workplace aggression. METHODOLOGY: A quasi-experimental, cross-sectional study was employed. The sample included 178 full-time workers (92 females and 86 males). These individuals worked for a wide range of organizations in both the public and private sector and had held their positions anywhere from less than one year to more than five years. They ranged in age from their twenties to their sixties. The participants were asked to complete a questionnaire dealing with workplace aggression. Forty items concerned perceived frequency of various forms of aggression. These forms of aggression were based on Buss' three dichotomies: physical-verbal, active-passive, and direct-indirect. For each, participants were asked to rate the extent to which they had witnessed and/or experienced each type of aggression from never to very often. The next thirteen questions asked participants to rate the extent to which the following changes had occurred in their workplace within the previous twelve months: downsizing, layoffs, budget cuts, technological change, increased diversity within the workforce, introduction of new affirmative action policies, use of computers to monitor employee-performance, change in management, restructuring, reengineering, pay cuts, increased use of part-time workers, and job sharing. The final section asked for demographic information such as gender, age, position, years with employers, and the size and nature of the organization. The authors hypothesized that covert forms of aggression (verbal, passive, and indirect) were more frequent in work environments than overt (physical, active, and direct) forms of aggression and that the greater the extent to which various changes have occurred in a work environment, the higher the incidence of aggression in that environment. Analysis included examination of frequencies and means as well as t-tests, correlations, and multiple regression. FINDINGS/DISCUSSION: As hypothesized, the findings indicated for both witnessed and experienced aggression that verbal aggression was rated as significantly more frequent in occurrence than physical aggression (p In regards to changes in the workplace, certain changes occurred more frequently than others. Changes in management, organizational restructuring, and downsizing occurred most frequently, while changes in affirmative action and job sharing occurred least frequently. Several types of change were also significantly correlated with reported frequency of aggression. Increased diversity (p Finally, forward selection multiple aggression analyses revealed that increased use of part-time employees and changes in management were significant predictors of perception of witnessed aggression, while use of part-time employees, increased workplace diversity, and pay cuts or freezes were significant predictors of experienced aggression (p The authors concluded by stressing that the results offer partial support for both hypotheses and that although instances of actual workplace violence are important and have serious consequences, it is unwise to focus research attention solely upon them. (CSPV Abstract - Copyright © 1992-2007 by the Center for the Study and Prevention of Violence, Institute of Behavioral Science, Regents of the University of Colorado) KW - Workplace Violence KW - Workplace Aggression KW - Aggression Causes KW - Violence Causes KW - Adult Violence KW - Adult Offender KW - Adult Perceptions KW - Adult Aggression KW - Aggression Incidence and Prevalence KW - Violence Incidence and Prevalence

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

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