Workplace bullying and intention to leave: the moderating effect of perceived organisational support

Djurkovic, Nikola; McCormack, Darcy; Casimir, Gian

doi:10.1111/j.1748-8583.2008.00081.x

Cited by 190 publications

(172 citation statements)

References 54 publications

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“…For example, Djurkovic et al ( 2008 ), in a sample of 335 schoolteachers, found that workplace bullying was more strongly related to employees' intention to leave the organization among participants who perceived low organizational support than among participants who perceived high organizational support (in this condition the effects of bullying on intention to leave were non-significant indeed). In a similar vein, Cooper- Thomas et al ( 2013 ) indicated that perceived organizational support buffered the relationship of bullying with self-rated job performance in a sample of 727 New Zealand employees from nine healthcare organizations.…”

Section: Introductionmentioning

confidence: 99%

Are Bullying Behaviors Tolerated in Some Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job Satisfaction Among Italian Workers

2014

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Since the early 1990s, increasing attention has been paid to the impact of workplace bullying on employees' well-being and job attitudes. However, the relationship between workplace bullying and job satisfaction remains unclear. This study aims to shed light on the nature of the bullying-job satisfaction relationship in the Italian context (n = 1,393 employees from different organizations). As expected, the results revealed a U-shape curvilinear relationship between workplace bullying and job satisfaction after controlling for demographic variables. In contrast to the curvilinear model, the results support a negative linear relationship between workplace bullying and psychological well-being, in which higher exposure to negative acts at work is associated with diminished well-being. In addition, gender and job position significantly predicted mental health scores where men and managers reported a better psychological well-being than women, blue-collar, and white-collar employees. Practical and theoretical implications are discussed according to these results. AQ1

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Section: Introductionmentioning

confidence: 99%

Are Bullying Behaviors Tolerated in Some Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job Satisfaction Among Italian Workers

2014

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“…Rhoades and Eisenberger (2002) further suggest that perceived support is reinforced with the presence of workplace equality. In addition, several studies all noted that the positive sense of support is quite important in retaining employees, in order words, lessen one's intention in leaving the organization (institution or company) (Aryee & Chay, 2001;Djurkovic, McCormack, & Casimir, 2008;Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, 2002), while at the same time, tends to lowers workplace aggression (Schat & Kelloway, 2003) and job related stresses (Vagg & Spielberger, 1998). In contrast, workplace inequality and bullying lowers the sense of perceived support (Aryee & Chay, 2001;Djurkovic et al, 2008).…”

Section: International Journal Of Research Studies In Education 41mentioning

confidence: 99%

Shifting between counterproductive work behavior and organizational citizenship behavior: The effects of workplace support and engagement

Hu¹,

Hung²,

Ching³

2016

IJRSE

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Organizational behavior studies have noted the positive effects of perceived support and employees' engagement towards the overall institutional performance. However, recent studies suggest that both the positive organizational citizenship behavior (OCB) and the negative counterproductive work behavior (CWB) are also highly affected by job engagement.In the academic setting, maintaining a well-balanced work place is highly important. Recent studies in Taiwan have noted the moderate occurrence of CWBs within the academic setting; as students are greatly influenced by their teachers, it is imperative that CWBs be kept to a minimum. In light of the above-mentioned issues, the current study shall present the findings in determining the inter-relationships between perceived support (PS), job engagement (JE), OCB, and CWB Taiwan (2006) job engagement, and Lee and Allen's (2002) organizational citizenship behavior. Lastly, findings suggest that job engagement seem to provide a negative effect on CWB-T, while at the same time provide a positive effect on OCB. In sum, appropriate organizational support is much needed in order to enhance workplace engagement. It is hoped that by pin-pointing the various determinants of CWBs, a clear understanding of the inter-relationships among the factors can be establish.

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“…Emphasizing CSR to employees enhances the importance attached to the employees' work performance and the feeling that their work within the organization is very important and has a social meaning [65]. Employees will have less intention to leave the company once they believe the organization values their contributions and cares about their well-being and employability [66,67].…”

Section: Mediating Effects Of the Employees' Intention To Leavementioning

confidence: 99%

The Outcomes of Corporate Social Responsibility to Employees: Empirical Evidence from a Developing Country

2018

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Abstract:Employees creativity has been recognized as a crucial part of an organization's ability to be innovative. To know which factors contribute to employee involvement in creative work, in this paper, we first examine the effects of corporate social responsibility (CSR) to employees. Moreover, we study the employees' positive work attitudes and their intention to leave as a mediating mechanism to explain the effect of CSR to employees on the involvement of employees in creative work. Survey data from 209 employees in 45 small-sized enterprises in Iran were used to test the hypotheses of the study. The hypotheses were tested with hierarchical regression analyses using SPSS software. The results support the direct impact of CSR to employees on employees' creative work involvement. In addition, the findings indicate that the indirect effect of CSR to employees on the involvement of employees in creative work through positive work attitudes and their intention to leave are significant. Consequently, small-sized enterprises should reinforce CSR to employees to elevate their involvement in creative work.

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Workplace bullying and intention to leave: the moderating effect of perceived organisational support

Cited by 190 publications

References 54 publications

Are Bullying Behaviors Tolerated in Some Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job Satisfaction Among Italian Workers

Are Bullying Behaviors Tolerated in Some Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job Satisfaction Among Italian Workers

Shifting between counterproductive work behavior and organizational citizenship behavior: The effects of workplace support and engagement

The Outcomes of Corporate Social Responsibility to Employees: Empirical Evidence from a Developing Country

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