Workplace bullying: A perspective from the Job Demands-Resources model

Abstract

<strong>Orientation:</strong> Workplace bullying is characterised as a counterproductive interpersonal behaviour, yielding severe consequences for both the individual and the organisation. The occurrence of workplace bullying is often attributed to a stressful work environment.<p><strong>Research purpose:</strong> The purpose of the study was to test the work environment hypothesis by applying the Job Demands-Resources model to workplace bullying. We expected job demands and job resources to relate to both perpetrators’ and actors’ reports of workplace bullying.</p><p><strong>Motivation for the study:</strong> We aimed to extend the outcomes examined in the Job Demands- Resources model to a specific form of counterproductive interpersonal behaviour, namely workplace bullying. From the point of view of the literature on bullying, we aimed to substantiate the well-known work environment hypothesis with empirical data.</p><p><strong>Research design, approach and method:</strong> We applied structural equation modelling on questionnaire data of a large heterogeneous sample of Flemish employees (<em>N</em> = 749).</p><p><strong>Main findings:</strong> Job demands and job resources interacted in the prediction of perpetrators’ reports of bullying: job demands associated positively to perpetrators’ reports of bullying particularly under the condition of high job resources. Job demands related positively to targets’ reports of bullying, while job resources related negatively. These associations were (partially) mediated by emotional exhaustion.</p><p><strong>Practical/managerial implications:</strong> These results suggest that workplace bullying may indeed be reduced by good job design, that is, by limiting the job demands and increasing job resources. Particular prevention plans may be developed for exhausted employees, as they are vulnerable to workplace bullying, in terms of both becoming perpetrators and victims.</p><p><strong>Contribution/value-add:</strong> This study attests to the predictive validity of the JD-R model for perpetrators’ and targets’ reports of workplace bullying. The findings also underline the complex and multi-causal nature of workplace bullying.</p><p><strong>How to cite this article:</strong><br /> Van den Broeck, A., Baillien, E., & De Witte, H. (2011). Workplace bullying: A perspective from the Job Demands-Resources model. <em>SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 37</em>(2),Art. #879, 12 pages. doi:10.4102/sajip.v37i2.879</p&gt

Workplace bullying: consequences, causes and controls (part one)

“…This research indicates that stress activates workplace bullying especially when combined with undesirable personality traits and that essentially deviant behavior correlates more strongly with stress than with personality. Furthermore, Van den Broeck et al (2011)) performed a large study and derived that ''demanding work contexts as well as lack of job resources may make workers vulnerable to becoming a target of workplace bullying''. Moreover, even in the event where high job resources are present, work demands still had a greater impact to victims' reports workplace bullying.…”

The Perpetrators of Workplace Bullying in Schools: A South African Study

“…From the perspective of the bullies, De Cuyper, Baillien and De Witte's (2009) study additionally found that the relationship between WPB and job security was stronger when perpetrators were highly employable, suggesting that perpetrators are more likely to bully if they are able to get another position more easily. Van den Broeck et al (2011) argue that powerful employees, who have access to job resources, may become bullies. Hauge et al (2009) found that individuals who are exposed to bullying have a significant predisposition to engage as perpetrators of WPB.…”

“…They consequently lack "an empathic inhibitor of aggressive behaviour". A study by Van den Broeck et al (2011) showed that conflict in the workplace may escalate due to job demands and the availability of job resources. From the perspective of the bullies, De Cuyper, Baillien and De Witte's (2009) study additionally found that the relationship between WPB and job security was stronger when perpetrators were highly employable, suggesting that perpetrators are more likely to bully if they are able to get another position more easily.…”

“…Researchers have however, drawn on a variety of theoretical frameworks, such as the social exchange theory (Parzefall & Salin, 2010), a work environment framework (Hauge et al, 2007), Bronfenbrenner's ecological systems theory (De Wet, 2010), critical management theory (Samnani, 2013), social dominance theory (SDT) (Parkin, Fishbein & Richey, 2006), job demands-resources model (Van den Broeck et al, 2011) and symbolic interactionism (Blasé & Blasé, 2002;Samnani, 2013) to frame and understand bullying behaviour. In this study we draw upon one of the most widely known and comprehensive frameworks of WPB proposed by Einarsen et al (2011), and SDT (Pratto & Stewart, 2012) to study the perpetrators of WPB in schools.…”

“…The perspectives of perpetrators of WPB are usually not sought (e.g. Baillien, Neyens, De Witte & De Cuyper, 2008;Einarsen, Hoel, Zapf & Cooper, 2011;Hauge, Skogstad & Einarsen, 2009; Van den Broeck, Baillien & De Witte, 2011). According to Samnani and Singh (2012:582) WPB research "investigating the perpetrator represents a current challenge in the literature".…”