Predicting and preventing supervisory workplace aggression.

Abstract

The authors examined factors that lead to and prevent aggression toward supervisors at work using two samples: doctoral students and correctional service guards. The results supported that perceived interpersonal injustice mediates the relationship between perceptions of supervisory control over work performance and psychological aggression directed at supervisors, and further that psychological aggression toward supervisors is positively associated with physical acts of aggression directed at supervisors, supporting the notion of an escalation of aggressive workplace behaviors. Moreover, employees' perceptions of organizational sanctions (i.e., negative consequences for disobeying organizational policies) against aggression appear to play an important role in the prevention of workplace aggression by moderating the relationship between injustice and aggression targeting supervisors.

Exploring predictors and consequences of embitterment in the workplace

“…Moreover, over-controlling supervision accounted for 2.7% of the unique variance in embitterment. Dupré and Barling, (2006), found that excessive control over employees' performance may have a detrimental influence on employees. When employees are subject to controlling supervision, they may feel unjustly treated.…”

“…Scholars such as Dupré and Barling (2006), have considered over-controlling supervision as a form of organisational injustice. When subordinates perceive that their work performance is highly controlled by their supervisors they perceive this is a lack of respect, dignity and courtesy, and thus they are likely to experience organisational injustice (Tyler and Bies, 1990).…”

“…A five item scale developed by Undén, Orth-Gomér, and Elofsson (1991) was used. However, only four of the five items were used in the present study as the first item 'I have a good relationship with my supervisor' was measured with the Supervisory control over work performance scale (Dupré and Barling, 2006). Each item was responded to on a four-point scale (1= strongly disagree to 4 = strongly agree).…”

“…Supervisory control was assessed using the Supervisory Control over work performance scale (SCOWP scale; Dupré and Barling, 2006). This scale is composed by 8 items and aims at assessing employees' perceptions of supervisory control over employees' work performance (e.g.…”

Comparing victim attributions and outcomes for workplace aggression and sexual harassment.

“…This becomes especially important when one considers that victims of aggression may, in some instances, perceive their mistreatment to be a function of their sex, race, or other protected characteristic, as this could lead victims to take legal action against the organization. Organizations must make greater efforts to create policies that prohibit workplace aggression (Dupré & Barling, 2006), to ensure that such policies are communicated and understood, and that appropriate investigation and enforcement ensues (Hershcovis & Barling, 2006). Doing so would benefit both organizations and their members.…”