Not all aggressions are created equal: A multifoci approach to workplace aggression.

Abstract

Types of perpetrators of workplace aggression can vary considerably, and recent research has demonstrated that aggression from different perpetrator categories has different implications for victims. We extended research on multifoci aggression and explored affective and cognitive pathways linking verbal aggression from four perpetrator types--supervisors, coworkers, customers, and significant others--and employee morale and turnover intention. Data from a sample of 446 working adults indicated that both emotional strain and employees' corresponding judgments of their social exchange relationships with these perpetrators served as the mechanisms for the association between aggression from supervisors, coworkers, and customers and morale and turnover intention. Coworker aggression had a direct association with turnover intention and significant other aggression was related to turnover intention only through emotional strain. The theoretical and practical implications of these findings are discussed.

Linking Workplace Aggression to Employee Well-Being and Work: The Moderating Role of Family-Supportive Supervisor Behaviors (FSSB)

“…In addition, a 1-year time period is considered in psychological aggression research to be what individuals can recall accurately on more subtle, covert, and frequently occurring forms of behavior such as psychological aggression (Chang and Lyons 2012; Deery et al 2011; Lanza et al 2006; Schat et al 2006). …”

“…Experiencing aggression from coworkers may be seen as a form of injustice, which has been associated with negative employee attitudes and decreased performance (Berry et al 2007; Cohen-Charash and Spector 2001). In addition, coworkers that are seen as representatives of the organization may influence employee attitudes via social exchange processes (Chang and Lyons 2012). In the context of psychiatric care provision, in which coworkers are vital to work safely with patients, coworkers may play a similar exchange communication role in promoting or undermining aggression preventative behaviors.…”

“…In this study, coworker aggression was shown to be a statistically significant risk factor for an elevated need for recovery, prolonged fatigue, and turnover. Other research has also linked coworker psychological aggression to turnover (Chang and Lyons 2012), a costly outcome for organizations. Drawing on COR and SET theory and prior research, we propose the following:…”

A Step towards Distinction between Supervisory Impulsive and Strategic Abuse

“…Contrary to positive supervision, abusive supervision is negatively correlated with employees' morale (Chang & Lyons, 2012). Employees' morale is linked with supervisory aggression through their LMX relationship; low quality of this relationship results in decreased employees' morale (Chang & Lyons, 2012).…”

“…Employees' morale is linked with supervisory aggression through their LMX relationship; low quality of this relationship results in decreased employees' morale (Chang & Lyons, 2012). Chang and Lyons further argued that aggression perpetrated by co-workers has direct negative effects on employee's turnover intention, while supervisory aggression results in an employee's turnover intention through a pathway of decreased employee morale.…”