Understanding the relationship between experiencing workplace cyberbullying,employee mental strain and job satisfaction: a dysempowerment approach

Although the literature on traditional workplace bullying is advancing rapidly, currently investigations addressing workplace cyberbullying are sparse. To counter this, we present three connected research studies framed within dysempowerment theory (Kane, K., & Montgomery, K. (1998). A framework for understanding dysempowerment in organizations. Human Resource Management, 37, 263–275.) which examine the relationship between volume and intensity of cyberbullying experience and individual mental strain and job satisfaction; whether the impact is more negative as compared to traditional bullying; and whether state negative affectivity (NA) and interpersonal justice mediate the relationship. Additionally, we also considered the impact of witnessing cyberbullying acts on individual outcomes. A total sample comprised 331 UK university employees across academic, administrative, research, management and technical roles. Overall, significant relationships between cyberbullying exposure and outcomes emerged, with cyberbullying exposure displaying a stronger negative relationship with job satisfaction when compared to offline bullying. Analysis supported an indirect effect between cyberbullying acts and outcomes via NA and between cyberbullying acts and job satisfaction via interpersonal justice. No support for a serial multiple mediation model of experiencing cyberbullying to justice to NA to outcome was found. Further, perceived intensity of cyberbullying acts and witnessing cyberbullying acts did not significantly relate to negative outcomes. Theoretical and practical implications of the research are discussed.     

Prevalence and Forms of Workplace Bullying Among University Employees

Over the past decade, a growing number of Anglo-American and Scandinavian researchers have documented the extent to which the university environment provides opportunities for workplace bullying. By contrast, there has been a visible lack of similar studies in non-Western national contexts, such as the Czech Republic and other Central Eastern European (CEE) countries. The present article addresses this gap by reporting the findings of the first large-scale study into workplace bullying among university employees in the Czech Republic. The exposure to bullying was assessed with the Negative Acts Questionnaire-Revised (NAQ-R) in a sample of 1,533 university employees. The results showed that 13.6 % of the respondents were classified as bullying targets based on an operational definition of bullying (weekly exposure to one negative act), while 7.9 % of the respondents were identified as targets based on self-reports. This prevalence is comparable to bullying rates in Scandinavia but considerably lower than in Anglo-American universities. Differences between Anglo-American and Czech universities were also found with respect to the status of perpetrators (bullying was perpetrated mostly by individual supervisors in the Czech sample), perceived causes of bullying (structural causes perceived as relatively unimportant in the Czech sample), and targets’ responses to bullying (minimal use of formal responses in the Czech sample). The authors propose that cross-cultural differences as well as differences between the Anglo-American model of “neoliberal university” and the Czech model of university governance based on “academic oligarchy” can be used to explain these different findings.     

Too hot to handle? Trust and human resource practitioners' implementation of anti‐bullying policy

In this article, we examine the dynamics of trust in the triadic relationship between HR, employees and managers when dealing with allegations of workplace bullying. Previous research has shown employees to be dissatisfied with HR practitioners' responses to complaints of workplace bullying, and we explore the novel angle of the HR practitioners' perspective through semistructured interviews. Paralleling extant employee accounts, the findings suggest that HR practitioners rarely judge situations as bullying where a manager is accused. Trust between employee, manager and HR practitioner is essential for the successful resolution of bullying claims, yet this study suggests multiple directions of distrust. By virtue of their role alignment and previous experiences of handling bullying, HR practitioners were found to prioritise their relationships with managers, automatically distrusting employees' bullying claims. Despite also distrusting managers to effectively deliver HRM practices, it appears that bullying complaints are ‘too hot to handle’ for HR practitioners given the risks to their relationships with managers.     

Workplace bullying and absenteeism: The mediating roles of poor health and work engagement

Workplace bullying is a major problem that affects the well‐being and productivity of employees. Some previous studies have found that workplace bullying is associated with absenteeism, which is a major contributor to lost workplace productivity. However, a comprehensive understanding of how different workplace bullying experiences are associated with absenteeism is currently lacking. In particular no previous studies have examined potential mediators of these relationships. The present article aimed to provide new insights into the relationship between workplace bullying and absenteeism. In a 12‐month prospective study of 500 Australian employees, we identified 5 distinct subtypes of workplace bullying experiences using a person‐centred approach. These bullying subtypes were found to be associated with absenteeism via health impairment and lower work engagement. The findings can be used to inform HR strategies to prevent and manage workplace bullying.     

When good HR gets bad results: exploring the challenge of HR implementation in the case of workplace bullying

Research on the relationship between HRM and organisational performance has highlighted a gap between intended and implemented HR practices. However, this gap has rarely been explored systematically, and the consequences of the effectiveness of the implementation process for relevant outcomes remain poorly understood. This article addresses this issue by examining the process and quality of HR implementation. Drawing on a model of HR implementation, it presents a detailed case study of the implementation of HR practices relating to workplace bullying. Findings reveal that while the policy reflected best practice, implementation was uneven, resulting in persisting high levels of bullying which negatively affected staff well‐being and performance. The results indicate that it is misleading to look just at HR practices, and that even ‘best HR practices’ are unsuccessful unless implemented effectively. It is argued that a greater focus on HR implementation will improve our understanding of the HRM – performance relationship.     

Workplace Bullying: Application of Novak’s (1998) Learning Theory and Implications for Training

This paper applies Novak’s (1998) theory of learning to the problem of workplace bullying. Novak’s theory offers an understanding of how actions of bullying and responses to bullying can be seen as deriving from individualized conceptualizations of workplace bullying by those involved. Further, Novak’s theory suggests that training involving Ausubel’s concept of meaningful learning (Ausubel Educational Theory 11(1): 15–25, 1961; Ausubel et al. 1978) which attends to learners’ pre-existing knowledge and allows for new meaning to be constructed regarding workplace bullying can lead to new actions related to workplace bullying. Ideally, these new actions can involve both a reduction in workplace bullying prevalence, and responses to workplace bullying which recognize and are informed by the negative consequences of this workplace dynamic.     

The Spiraling and Spillover of Misconduct: Perceived Workplace Bullying,Subclinical Psychopathy,and Businesspersons’ Recognition of an Ethical Issue

Workplace bullying can potentially spiral into numerous counterproductive behaviors and negative organizational outcomes. Therefore, the purpose of this study was to determine the degree to which increased perceptions of workplace bullying were associated with stronger expressions of (subclinical) psychopathic traits and weakened ethical decision making. Data were collected from national and regional samples of selling and business professions using a self-report questionnaire that contained relevant measures and an ethics scenario, and structural equation modeling was employed to investigate the proposed relationships. Findings indicated that perceived workplace bullying operated through psychopathy to influence the recognition of an ethical issue (or full mediation). The implications of these findings are discussed, along with the study’s limitations and suggestions for future research.     

Effects of workplace bullying on work engagement and health: the mediating role of job insecurity

This study examined the effects of exposure to workplace bullying on work engagement and health problems. It is one of the few studies to treat job insecurity as an explanatory factor of the bullying–outcome relationship. Specifically, we perceive that job insecurity unfolds through an interpersonal process in which negative experiences, such as bullying, make employees feel less valuable in their workplace. By analyzing the data from employees in Korea using the latent factor approach, the tested mediation model explained that exposure to workplace bullying decreased the work engagement of employees and increased their health problems because of their high level of perceived job insecurity. The relationship between bullying and engagement would not be established without the job insecurity variable, thereby suggesting its indirect effect. Given the partial mediating effect of health problems, job insecurity is identified as an additional underlying mechanism that explains why bullying increases health problems. This finding does not contradict the widespread arguments on the health-impairing effect of workplace bullying. This study contributes to the literature and business practices by identifying an important underlying mechanism that helps us understand the association between exposure to workplace bullying and key work outcomes.     

“The Worse You Behave, The More You Seem, to be Rewarded”: Bullying in Nursing as Organizational Corruption

This paper reports findings from the first, qualitative stage of a national sequential, mixed method study of bullying in the Australian nursing workplace. Twenty-six nurses who had experience of workplace bullying were recruited from two Australian public sector health care organizations. Examining the narrative data from the viewpoint of bullying being a corrupt activity we present an alternative perspective on group acts of bullying. By exploring bullying as corrupt behaviour, this paper challenges the assumption that bullying can be principally considered a series of isolated events stemming from interpersonal conflict, organizational pressures, or poor work design. Corruption in organizations has not previously been linked with or compared to bullying. In revealing the manner in which actors can engage in corrupt conduct that includes bullying, the findings from our study offer important implications for the management of workplace bullying as a serious and corrupt activity.     

Managed activism: two union organising campaigns in the not‐for‐profit sector

Two union recognition campaigns are contrasted: one focusing on developing workplace activism but with little sectoral focus (a ‘bottom‐up’ campaign), and the other with a sectoral strategy and less emphasis on workplace campaigning (a ‘top‐down’ campaign). The outcomes indicate the need for approaches, which allow both a strong workplace activism and a clear sectoral strategy as both the ‘top‐down’ and ‘bottom‐up’ strategies present difficulties. Although there are positive outcomes in both campaigns, the cases show that unions seeking to represent the interests of previously unorganised groups of workers need influence at both the sectoral and workplace levels if they are to demonstrate their effectiveness.     

Gender and organisational position: predicting victimisation of cyberbullying behaviour in working life

Abstract

The purpose of this study was to investigate possible predictors of cyberbullying behaviour in working life by examining previously known predictors of face-to-face bullying as well as demographic variables such as gender and formal position in the work organisation. Multiple regression analyses were conducted on a random sample of 3371 respondents. The results show that a poor social climate at work predicted exposure to cyberbullying behaviour. The study also found differences related to gender and organisational position. While low support from managers was related to higher exposure to cyberbullying behaviours for men managers, men non-managers and women non-managers, this relation did not apply to women managers. For women managers alone, low support from colleagues was associated with exposure to cyberbullying behaviours. Further, only for women managers age had no protective effect of exposure to cyberbullying behaviour. These findings imply that men and women have different social experiences in terms of holding power in working life. As women managers are in a minority in working life, other factors may be involved in predicting exposure to cyberbullying behaviour for women managers than for the other three groups. This article contributes to the sparse knowledge on cyberbullying in working life by recognising triggering factors.     

Workplace bullying and intention to leave: the moderating effect of perceived organisational support

This study examined whether perceived organisational support (POS) moderates the relationship between workplace bullying and victims’ intention to leave. Based on data from 335 schoolteachers, a hierarchical regression analysis using the product term revealed that POS moderates the effects of bullying on intention to leave. Furthermore, a series of univariate regression analyses revealed that the effects of bullying on intention to leave were significant with lower levels of POS but were non‐significant with higher levels of POS. Several implications for future research and policy are drawn from the findings.     

Burned by Bullying in the American Workplace: Prevalence,Perception, Degree and Impact*

abstract This study assesses the prevalence of workplace bullying in a sample of US workers, using a standardized measure of workplace bullying (Negative Acts Questionnaire, NAQ), and compares the current study's prevalence rates with those from other bullying and aggression studies. The article opens by defining bullying as a persistent, enduring form of abuse at work and contrasting it with other negative workplace actions and interactions. Through a review of the current literature, we propose and test hypotheses regarding bullying prevalence and dynamics relative to a sample of US workers. After discussing research methods, we report on the rates of bullying in a US sample, compare these to similar studies, and analyse the negative acts that might lead to perceptions of being bullied. Based upon past conceptualizations, as well as research that suggests bullying is a phenomenon that occurs in gradations, we introduce and provide statistical evidence for the construct and impact of bullying degree. Finally, the study explores the impact of bullying on persons who witnessed but did not directly experience bullying in their jobs.     

City of Discontent? The Influence of Perceived Organizational Culture,LMX, and Newcomer Status on Reported Bullying in a Municipal Workplace

Workplace bullying is a counterproductive behavior that has captured the attention of researchers in recent years. The extent of reported bullying behavior in US organizations varies however; it is estimated to affect 15% to 50% of workers with projected annual costs of over $40 billion including direct and indirect costs. Workplace bullying poses a serious ethical challenge by sending messages about appropriate conduct within the organization’s culture. In this study, we focus on environmental factors as predictors of self-reported bullying in a public-sector organization. Specifically, the factors of interest are organizational culture, commitment to change, and leader-member exchange (LMX). We also investigate newcomer status and its relationship to reported bullying. Findings demonstrated perceived stability in the organization and higher levels of LMX showed lower levels of workplace bullying. Further, an organizational culture that emphasizes rewards lead to higher levels of bullying and newcomers are subjected to more bullying than longer service workers.     

Workplace bullying and employee outcomes: a moderated mediated model

Abstract

This paper investigates the relationship between workplace bullying and employee outcomes in a healthcare setting. Drawing on HR process theory, we investigate the mediating role of the perceived effectiveness of implementation of anti-bullying practices on employee outcomes and whether targeted line manager training was a moderator of that relationship. Our multi-level analysis (utilising responses from 1507 employees within 47 hospitals with matched HR Director interviews), finds that the relationship between workplace bullying and employee outcomes is partially mediated by employees’ perceived effective implementation of intended anti-bully practices. The mediated relationship is moderated by targeted line manager training in anti-bullying practices. The mediated moderation model illustrates that it is effective implementation of anti-bullying practices enhanced by targeted training that is required to reduce bullying probabilities and their associated negative employee outcomes. The paper contributes to resource based view of the firm, HR process and human capital theories. The implications for future research and practice are discussed.     

Workplace Bullying In Academia: A Canadian Study

This paper examines the results of a workplace bully survey sent to faculty, instructors and librarians at a mid-sized Canadian university in 2005. The potential sources of workplace bullying by colleagues, administrators and students are examined. The survey determined that workplace bullying is of particular concern for employees that are newly hired or untenured. The systemic nature of this phenomenon and the spillover effect from one job domain to another are identified. The findings indicate costs for the university linked to workplace bullying. Costs include increased employee turnover, changed perception of the university by employees and reduced employee engagement.     

Exploring the fluid boundary between ‘legitimate performance management’ and ‘downward bullying’: an experimental approach

Using an experimental design, this research examines the extent to which managers and employees perceive management behaviours differently. Eight simulated employment scenarios were presented to an aggregated sample of managers and non‐managerial employees (n = 435), and the respondents were asked to evaluate the extent to which the behaviours depicted are seen as bullying. It was found that employees are more likely than managers to perceive ‘legitimate performance management’ as bullying but also that managers are more likely than employees to perceive more overt bullying as bullying per se. This divergence in perceptions suggests that what constitutes bullying, ontologically speaking, depends on one's point of view and implies that reality is socially constructed. The research has important implications for organisations and trade unions in the development of bullying policies and procedures.     

Bargaining with the Devil

ABSTRACT . “Bargaining with the Devil: Commentary on the Ostroms’‘Quest for Meaning in Public Choice’” provides a commentary on Elinor Ostrom and Vincent Ostrom's paper, “The Quest for Meaning in Public Choice.” This discussion focuses on the challenging tension that exists between social scientific knowledge and social practices. It suggests that historical agents may have solved the dilemma of cooperation prior to rational choice theorists’ invention of the public goods problem.     

Preventing the “Abuses” of Democracy: Hayek,the “Military Usurper” and Transitional Dictatorship in Chile?

Hayek famously claimed that he would prefer a “liberal” dictator to “democratic government lacking in liberalism.” While Hayek's views of the Pinochet regime have generated much controversy, surprisingly little has been written about Hayek's defense of transitional dictatorship. Making use of previously un‐translated foreign language archival material, this paper helps shed light on Hayek's views of authoritarianism, totalitarianism, transitional dictatorship, and the Pinochet regime as well as helping to separate Hayekian ‘fact’ from Hayekian ‘fiction’.