Workplace Conflict, Bullying, and Counterproductive Behaviors

Abstract

Using a multi-method approach, this paper presents both a qualitative and quantitative examination of workplace conflict, the emotional reactions to bullying and counterproductive behaviors. Three studies were undertaken for the present research. Data for Study 1 emerged from semi-structured interviews conducted with 50 group leaders and members from six workgroups in two large organizations. Interviews were transcribed and analyzed using systematic interpretative techniques. Findings from Study 1 showed that conflict induced a variety of emotional and behavioral responses. Data from Study 2 were collected from 660 employees from 7 public sector organizations using a structured open-ended survey. Results from Study 2 revealed that the majority of respondents perceived their managers as bullies. Study 3 surveyed 510 staff in 122 workgroups from five organizations. Regression analysis revealed that differing conflict events were associated with bullying, emotional reactions and counterproductive behaviors. In particular, prolonged conflict increased incidents of bullying. Higher levels of bullying were predictive of workplace counterproductive behaviors such as purposely wasting company material and supplies, purposely doing one's work incorrectly and purposely damaging a valuable piece of property belonging to the employer.Workgroups are a popular tool to complete tasks more efficiently and quickly in organizations. Effective workgroups offer the potential benefits of increased levels of innovation, improved quality of outputs and speed (Jackson, 1996). On the other hand, members of workgroups experience higher levels of conflict, bullying and stress (Jehn, 1995;Pelled, 1996;Rayner, 1998;Thomas, 1992). The current research reports upon a series of studies that investigate the relationship between workplace conflict, bullying, emotions and counterproductive behaviors. The overall aim of this program of research was to examine the effects of different conflict events and reactions to conflict on the fre-• Direct all correspondence to: Oluremi B. Ayoko, 284 BULLYING AND COUNTERPRODUCTIVE BEHAVIORS quency of bullying and counterproductive behaviors. Study 1 examined the triggers of intragroup conflict and emotional reactions to conflict. Study 2 further investigated conflict and bullying incidents and the emotional reactions aroused by bullying. Study 3 explored the link between workplace conflict, bullying, emotions and counterproductive behaviors.

The Importance of Transformational Leadership Behaviors in Team Mental Model Similarity, Team Efficacy, and Intra-Team Conflict

“…Similarly, team members who do not believe that they can perform their tasks successfully because of poor skills may experience increased task conflict (Ayoko, Callan, & Härtel, 2003). Increased task conflict is experienced because members with poor skills are likely to refuse to do tasks that stretch them, leading to conflict (Ayoko et al, 2003).…”

“…Scholars (e.g., Ayoko et al, 2003) report that teams with poor skills and varying perceptions about team interactions are prone to conflict. In addition, Alper and colleagues (2000) show that a cooperative rather than a competitive approach leads to conflict efficacy-the team members' perception that they have the ability to manage the conflict arising in their team.…”

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

“…In simple terms, day to day CWBs are various negative workplace behaviors such as minor conflicts and bullying (Ayoko, Callan, & Härtel, 2003), coming to work late and/or leaving early, non-work related internet use, and talking behind somebody's back or spreading rumors (Y.-L. Hu et al, 2015). More specifically, these CWBs are considered intentional behaviors that are harmful to the organization (or institution) and/or to the people within that organization (Dalal, 2005;Gruys & Sackett, 2003;Sackett, 2002).…”

LGBTQ+ nondiscrimination laws in Kentucky.

“…They surveyed 510 staff members from five public organizations using a self-administered questionnaire in which bullying, emotions stemming from harassment, and counterproductive behaviors were documented. For this study, Ayoko et al (2003) defined counterproductive behaviors as purposefully wasting or destroying company property, purposefully missing set deadlines, or purposefully doing one's work incorrectly (Ayoko et al 2003). The results of their study suggest that bullying is linked to an increase in counter-productive behaviors for those who experience harassment in the workplace (Ayoko et al 2003).…”

“…For this study, Ayoko et al (2003) defined counterproductive behaviors as purposefully wasting or destroying company property, purposefully missing set deadlines, or purposefully doing one's work incorrectly (Ayoko et al 2003). The results of their study suggest that bullying is linked to an increase in counter-productive behaviors for those who experience harassment in the workplace (Ayoko et al 2003). Interestingly, it made little difference if the employee was the recipient of the bullying behavior or simply a witness to it; counterproductive behaviors increased for all employees who were exposed to harassment (Ayoko et al 2003).…”