Aggression and Bullying in the Workplace: It’s the Position of the Perpetrator that Influences Employees’ Reactions and Sanctioning Ratings

Howard, Jack L.; Johnston, Allen C.; Wech, Barbara A.; Stout, James

doi:10.1007/s10672-015-9271-8

Cited by 18 publications

(12 citation statements)

References 68 publications

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“…It is less likely that the employees high in collectivism and power distance resist the subdued forms of WB in its initial stages (Samnani, 2013b). However, the relationship between the two can be moderated by empowering the employees (Howard et al, 2015). The fear of job loss and financial loss discourage them from confronting the perpetrator or even reporting the WB (Bjørkelo, 2013; Bjørkelo et al, 2011; Catley et al, 2013).…”

Section: What Recent Wb Research Concludesmentioning

confidence: 99%

Known and Unknown Aspects of Workplace Bullying: A Systematic Review of Recent Literature and Future Research Agenda

Gupta

Wadhwa

2020

Human Resource Development Review

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Last decades showed a high interest in studying the workplace bullying (WB) phenomenon in a variety of disciplines and in a number of WB areas such as concepts and forms of WB, antecedents and consequences of WB, WB interventions, etc. This study offers classification and description of current WB literature, and identifies research gaps to be bridged by further empirical research. In the first part, authors systematically review 167 refereed journal articles, classify the WB research into five main research themes and summarize their findings. In the second part, the article uncovers various unknown aspects of WB and provides concrete directions for future empirical research. Thrust areas of attention are highlighted for industry and policy makers.

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Section: What Recent Wb Research Concludesmentioning

confidence: 99%

Known and Unknown Aspects of Workplace Bullying: A Systematic Review of Recent Literature and Future Research Agenda

Gupta

Wadhwa

2020

Human Resource Development Review

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“…Many previous studies (Einarsen 1999;Einarsen and Raknes 1997;Hoel et al 2001;Soeken and Soeken 1987) found employees are bullied more by superiors than by colleagues, although bullying studies in Scandinavian countries identified the number of perpetrators was 'approximately equal' between superiors and colleagues (Hoel et al 2001, p. 445). Howard et al (2016) found that employees' perception of how aggressive and threatening the bullying behavior is varies depending on the type of perpetrator. Employees perceived bullying by superiors as more aggressive than bullying by colleagues in equivalent or lower positions, perhaps because superiors' bullying behaviors violates the psychological contract in a way colleagues' bullying may not (Parzefall and Salin 2010).…”

Section: Workplace Bullying By Superiors and Colleaguesmentioning

confidence: 99%

External Whistleblowers’ Experiences of Workplace Bullying by Superiors and Colleagues

2018

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The purpose of this study was to investigate external whistleblowers' experiences of workplace bullying by superiors and colleagues, and to analyze how the bullying was influenced by factors such as the support they received from government or NGOs, and whether colleagues understood the reasons for the whistleblower's actions. For bullying by colleagues, we also examined to what extent this was influenced by superiors' behavior towards the whistleblower. We reviewed the relevant literature on workplace bullying and whistleblowers' experiences of negative or retaliatory actions and developed three hypotheses, which we tested using data gathered from Korean external whistleblowers. Results revealed that external whistleblowers experienced work-related bullying by superiors and social relation-related and person-related bullying by colleagues more frequently, and found it more distressing, than other types of workplace bullying. Superiors' bullying was a dominant factor affecting bullying by colleagues. Colleagues' understanding of the reason for the whistleblower's actions was significant in reducing bullying frequency while support from government and NGOs was not significant in reducing it. Based on these findings, practical implications are discussed.

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“…The formal position power and referent power of the initiator, and the task interdependence relationship between the perpetrator and the target were found particularly meaningful (Chang & Lyons, 2012;Hershcovis et al, 2012). Howard et al (2016) also found that perpetrator type determines how target employees address and react to incidents of aggression.…”

Section: Workplace Aggression Event Attributesmentioning

confidence: 86%

Workplace Aggression Profiles and Diverse Emotional Responses: Evidence from Pakistan

Nasir¹,

Can²

2021

Employ Respons Rights J

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Because of the lack of direct measurements, our understanding of different forms of aggression in organizations is still very limited. As such, there has been increasing calls for going beyond the existing theoretical presumptions and indirect measurements which have been dominating the research. Based on the literature on workplace aggression as well as affective events theory and stressor-emotion model, we intend to identify the unique aggression profiles and to reveal what types of emotional responses they produce for the target employees. We collected data on 249 aggression incidents in Pakistan's higher education sector through survey. The results of the cluster analysis suggest five distinct types of workplace aggression, which are separated by the particular aggression behaviors involved (e.g. direct-indirect, verbal-physical aggression), perceived strength, blame attribution, third party presence, and identity of the offender. Further statistical analysis indicates that target employees give different emotional responses (anger, sadness, embarrassment, disappointment, feeling insulted) to these diverse mistreatments. As a key contribution, this study makes it clearer that the sources, organizational processes and underlying social dynamics might vary a lot across different aggression experiences depending on what the topic is, who are involved, and how the targets perceive the situation. Second, it presents an initial test regarding how instead of a standard emotional reaction, diverse negative emotional responses accompany different aggression profiles.

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Aggression and Bullying in the Workplace: It’s the Position of the Perpetrator that Influences Employees’ Reactions and Sanctioning Ratings

Cited by 18 publications

References 68 publications

Known and Unknown Aspects of Workplace Bullying: A Systematic Review of Recent Literature and Future Research Agenda

Known and Unknown Aspects of Workplace Bullying: A Systematic Review of Recent Literature and Future Research Agenda

External Whistleblowers’ Experiences of Workplace Bullying by Superiors and Colleagues

Workplace Aggression Profiles and Diverse Emotional Responses: Evidence from Pakistan

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