A path from bullying at work to alienation: a multi-level view

Abstract

Purpose The purpose of this paper is to define the outcomes of bullying at work. In that sense, the study tries to define the effect of bullying at work on work alienation and the roles of political behavior perception and organizational alienation in this effect. Design/methodology/approach The study collects data from lecturers from a university in Turkey by using questionnaires. Structural equation model is used to test hypotheses. Findings The findings of the study show that political behavior perception has a mediating role over the effect of bullying at work on work alienation, and also that organizational alienation has a mediating role over the effect of political behavior perception on work alienation. Practical implications The study confirms that perception of bullying at work is determinant on the level of work alienation; thus, it is important to minimize bullying perception. This study shows both researchers and organizations that further potential vital problems to arise as a result of bullying will diminish once bullying at work is decreased. Originality/value The research tries to define the consecutives of bullying within a multi-level point of view. Additionally, as per the authors’ knowledge, there are no other studies in the literature that handle the related variables altogether.

Putting workplace bullying in context: The role of high-involvement work practices in the relationship between job demands, job resources, and bullying exposure.

“…Although authors widely acknowledge the importance of organizational environments in relation to workplace bullying (Einarsen et al, 1994; Hauge et al, 2007), most evidence regarding this idea comes from measuring individual experiences. Additionally, while there has been a recent increase in studies looking at organization-level predictors of workplace mistreatment, many studies focused on organizational climate as a relevant contextual variable (e.g., Kerse & Babadag, 2019; Li et al, 2019; Yang & Caughlin, 2017; Zahlquist et al, 2019). We argue that our study has a meaningful contribution beyond these studies for two reasons.…”

“…First, our study adds to the previous research on contextual factors influencing workplace mistreatment by showing a link between organization-level HIWPs and employees’ experiences of workplace bullying. This is important as it highlights a potential protective effect of positive HR practices with regards to workplace mistreatment, in addition to previously examined climate and team characteristics (e.g., Kerse & Babadag, 2019; Li et al, 2019; Yang & Caughlin, 2017). Second, this article also adds to the theory building around the JD-R, by answering the call for a better understanding of the interaction between individual demands and resources and those stemming from the broader work context (Demerouti & Bakker, 2011; Schaufeli & Taris, 2014).…”

“…Studies on general mistreatment have also shown that aggression is more likely to occur in teams with negative characteristics, such as toxic leadership, low helping, and negative mood, and less likely to in teams with a violence preventive climate (Gallus et al, 2013; Yang & Caughlin, 2017). Regarding the organizational context as a whole, some studies found that organizational-level climate can work both to promote (Kerse & Babadag, 2019; Li et al, 2019) and eliminate bullying (Law et al, 2011). A study by Zahlquist et al (2019) even showed that a positive conflict management climate may buffer the negative effect of individually experienced stressors on workplace bullying in the context of ferry crew employees.…”

Presenting a Behavioral Alienation Role Model in Career Path Development of Stock Exchange Organization Certified Auditors

“…are one of the most stressful and responsible jobs. According to Tummers and Dulk (2013); Fedi et al (2016) and Kerse & Babadag (2019) mentioned jobs that have job crises at different stages of the career path. Although these studies consider the cause of its occurrence to be necessarily the existence of cognitive or work factors, at the same time, they use the unknown term alignment to describe the characteristics and causes of its occurrence, which goes beyond mere job characteristics.…”

The Impact of Compensation in Reducing the Feeling of Work Alienation of Administrators Working in Government Hospitals in Irbid Governorate

“…Hospitals provided that employees belong to them and be part of their entity through achieving job satisfaction, meeting their needs and satisfying the desires of their employees, and job affiliation is of great importance in maintaining the quality of health services provided to members of the community (Tasneem et al, 2018). He is an employee in it, and it will not be correct and sound, as the employee begins to think of gradually moving away from the organization, which will lead him to a feeling of alienation in his workplace, which will lead him to a feeling of functional alienation (Kerse & Babadag, 2019;Raju, 2020).…”