Workplace Bullying In Organizations Research Articles

Exploring the role of climate for conflict management and high involvement work practices as moderators in the workplace bullying and work-related depression link

PurposeThis paper aims to examine how organizational practices such as climate for conflict management (CCM) and high involvement work practices (HIWPs) reduce the negative consequences of workplace bullying (WPB) on work-related depression (WRD).Design/methodology/approachData were collected from 468 full-time employees working in the financial sector in Türkiye by applying a student-recruited sampling strategy. The aforesaid relationships were assessed using SPSS AMOS 29.FindingsThe results indicated that WPB leads to WRD; however, this effect is alleviated by employee perceptions of strong CCM and the administration of HIWPs in workplace settings.Research limitations/implicationsCollecting data from a single source poses the risks of self-report data bias; however, in the future, data may be collected from multiple sources to lessen this potential threat. The study was a cross-sectional study, which makes it hard to make casual inferences; longitudinal data would be more beneficial to establish casual associations.Practical implicationsBusiness owners and managers can draw from the study results to create a work environment perceived by employees to be fair when dealing with conflicts and the negative vices of bullying in workplaces. Also, organizations may administer practices that empower employees’ confidence and competence to deal with negative persecution in organizations.Originality/valueFew studies, if any, have focused on examining the moderating effect of CCM and HIWPs in the association between WPB and WRD. Drawing upon conservation of resources theory, the study stands out as it tests the moderating effect of CCM and HIWPs in the connection between WPB and WRD. The findings contribute to the few available studies tackling organizational factors relevant to alleviating the negative consequences of WPB in organizations.

The influence of organizational culture and leadership on workplace bullying in organizations in Serbia

This paper presents the results of research into the influence and predictive effects of organizational culture and leadership (transformational, transactional and ethical leadership) on workplace bullying and mistreatment in organizations in Serbia. The moderating effect of company success on the observed relationships was also examined. The data were obtained through a survey of 536 respondents (employed by organizations in Serbia). Ethical and transformational leadership, as well as organizational culture with pronounced human orientation and in-group collectivism have all been shown to reduce workplace bullying. The strong power of ethical leadership in these processes is particularly emphasized. In contrast, transactional leadership, high power distance, and unrealistic insistence on achieving superior results increase the chances of workplace bullying. In doing so, high performance expectations have a greater effect on work-related bullying, and power distance on person-related bullying. The dimensions related to high performances and rewards have a complex, sometimes contradictory impact on workplace bullying. Organizational culture and leadership have a much stronger impact on workplace bullying in high success companies than in low success companies.

Silent Counterattack: The Impact of Workplace Bullying on Employee Silence.

The purpose of this paper is to explore the relationship between workplace bullying (WB) and employee silence (ES) as well as its mechanism. This paper collects data from 322 employees of three Chinese enterprises in two waves, with a 2 months interval between the two waves. Moreover, this paper uses confirmatory factor analysis, a bootstrapping mediation test, a simple slope test, and other methods to verify the hypothesis. We find that: (1) WB is positively correlated with ES; (2) psychological safety (PS) and affective commitment mediated the relationship between WB and ES, respectively, and these two variables have a chain mediating effect in the above relationship; and (3) a forgiveness climate moderates this chain mediating effect by weakening the negative impact of WB on PS. Our findings can effectively guide organizations to ultimately adjust their management style, pay attention to employees’ cognitive and emotional resources, and formulate some measures to curb WB in organizations.

RELATIONS BETWEEN WORKPLACE BULLYING, CONSCIENTIOUSNESS AND COUNTERPRODUCTIVE WORK BEHAVIOURS: A STUDY AT LOGISTICS COMPANY

Employee behaviors gets popular in today’s academic and business environment because of its impact on organizational outcomes. Especially, increase of the dark attitudes of managers and colleagues towards the individuals, affects the formation of employees’ deviance behaviors. In this context, workplace bullying is considered as one of the types of destructive approaches in organizations that excluding someone in social environment or influencing co-workers job sustainability with the harassment and offending emotions. Rising of workplace bullying in organizations leads employees to demonstrate negative behaviors which are defined as counterproductive work behaviors. On the other side, personality traits of an employee may have a major role in transformation of perception of negative attitudes towards to the work outcomes. For this reason, it was aimed to find out the role of conscientiousness, one of the personality traits of Five Factor Model, in the interaction between workplace bullying and counterproductive work behaviors. Statistical analyzes were made with the participation of 204 employees of a logistics company. According to findings it was revealed out that conscientiousness has a moderation role in the interaction between workplace bullying and counterproductive work behaviors.

Uticaj finansijskih performansi na mobing i maltretiranje na radnom mestu u organizacijama u Srbiji

This paper presents the results of research into the impact of organizational financial performance items (and financial performance dimension) on workplace bullying and mistreatment. The research was conducted in organizations in Serbia, and the respondents were employees in these organizations. A total of 536 questionnaires were collected, which were valid for further analysis. The results showed that most of the observed financial performance items did not have a statistically significant impact on workplace bullying in organizations. However, the item Salaries; statistically significantly, strongly and negatively affects all observed workplace bullying dimensions and self-labelling (mistreatment) items. Thus, low employee salaries provide fertile ground for the development of workplace bullying. Conversely, with an increase in employee salaries, there is a decrease in all aspects of workplace bullying. The paper gives explanations for these phenomena. It is important for leaders and managers in business organizations to know the processes and relationships researched here. Special care should be taken in conditions of unfavourable organizational financial performance, and especially low salaries of employees.

Efekti različitih kontrolnih varijabli na nasilje na radnom mestu u organizacijama u Srbiji

This paper presents the results of the research of the six control variables impact on workplace bullying dimension and harassment items. Gender of respondents, Age of respondents, Education of respondents, National origin of the company, Ownership structure of the company, and Size of the company (number of employees) were used as control variables. The research was conducted through a survey with respondents, and respondents are employees in Serbian organizations, at different hierarchical levels. The sample included 536 questionnaires. T-test was applied to average ratings of the workplace bullying dimensions and and self-labelling (mistreatment) item and in compliance with the aforementioned control variables. It was indicated that workplace bullying is not present in organizations in Serbia to a large extent, but it is still higher than in some highly developed countries. The size of the company (number of employees) has been identified as the only, hence a very important factor in the emergence of workplace bullying in organizations in Serbia. Workplace bullying is more emphasized in large companies than in small ones. This phenomenon is discussed in the paper.