Job autonomy and workload as antecedents of workplace bullying: A two-wave test of Karasek's Job Demand Control Model for targets and perpetrators

Abstract

The current study aims to test the hypotheses that are central to Karasek's Job Demand Control Model in relation to workplace bullying. Particular contributions are, first, the focus upon both targets and perpetrators of workplace bullying, and second, the two‐wave design with a 6‐month time lag. We assume that (a) workload at Time 1 associates positively with being a target/perpetrator at Time 2, (b) job autonomy at Time 1 associates negatively with being a target/perpetrator at Time 2, and (c) the positive relationship between workload at Time 1 and being a target/perpetrator at Time 2 is stronger under the condition of low (vs. high) job autonomy at Time 1 (i.e., interaction between workload and job autonomy). Moderated hierarchical regression analyses (N= 320) revealed lagged main effects for being a target, and interaction effects for being a perpetrator. In particular, Time 1 workload was positively and Time 1 job autonomy negatively associated with being a target at Time 2. Job autonomy at Time 1 reduced the positive relationship between workload at Time 1 and being a perpetrator at Time 2. Overall, our results suggest that high strain jobs relate to both being a target and to being perpetrator of workplace bullying, yet through different processes: main effects and interactions, respectively.

Reciprocal relations between workplace bullying, anxiety, and vigor: a two-wave longitudinal study

“…In line with previous studies in the field of bullying (e.g., Baillien, De Cuyper, & De Witte, 2011) all items were included in one scale. The scale showed adequate reliabilities at both waves (α = .84 and .87, respectively).…”

Ethical leadership and its impact on service innovative behavior: The role of LMX and job autonomy

“…The moderating role of job autonomy in the leaderemember exchange (LMX) and service innovative behavior relationship Job autonomy is an important aspect of the job design framework (Baillien, De Cuyper, & De Witte, 2011;Karasek & Theorell, 1990). It is defined as " … the extent to which employees have a major say in scheduling their work, selecting the equipment they will use, and deciding on procedures to be followed" (Hackman & Lawler, 1971, p. 265).…”

Workload, Work Pressure and Interpersonal Deviance in Academia: The Mediating Role of Neutralization

“…However, only a few studies have been dedicated to work pressure and such studies found that work pressure is significantly and positively related to workplace bullying and aggression (Stouten et al, 2010;Baillien et al, 2011). On the bases of the above theoretical views and past empirical studies, we hypothesize thus:…”