Relationships between bullying,psychosocial work environment and individual stress reactions

It is frequently assumed that a poor psychosocial working environment will create conditions that encourage bullying. However, few studies have examined this assumption while comparing work environment ratings of bullied and non-bullied employees who work in the same organization and/or department. The objectives of this study were therefore, first, to investigate relationships between bullying and other psychosocial work environment factors within a particular organizational setting and, second, to investigate if bullied employees reported higher levels of stress than non-bullied employees. A total of 186 blue-collar employees from a Danish manufacturing company participated in the study (response rate of 93%). Results showed significant differences in bullied and non-bullied employees’ ratings of psychosocial factors such as job control, management style, role clarity, social climate, social contact and work centrality. In order to investigate assumptions that a poor psychosocial work environment creates conditions that encourage bullying, a number of analyses compared the company's manufacturing departments with either high, medium or low levels of bullying. Results showed significant departmental differences. Yet, when bullied employees were removed from the statistical analyses, with regard to the perceived psychosocial environment these same departments could be differentiated only on the basis of rated job demands and management style. The results therefore bring into question the assumption that a generally poor work environment contributes to bullying. None the less, they do suggest that management style may directly or indirectly have contributed to a higher level of bullying. Also, bullied employees reported significantly more symptoms of psychological stress and mental fatigue than non-bullied employees.     

Can ethical leadership inhibit workplace bullying across East and West: Exploring cross-cultural interactional justice as a mediating mechanism

While workplace bullying is recognised as a serious issue for management concern around the world, the literature on approaches to prevent and manage it in international settings is sparse. This paper advances knowledge on managing workplace bullying by reporting an investigation of how and why ethical leadership may be an effective management style to address this issue across cultures. It draws on Social Learning and Social Exchange Theories to conceptualise interactional justice as a possible mediating mechanism by which workplace bullying can be reduced in the presence of ethical leadership.The researcher surveyed 636 employees working in an equivalent job context in Australia (N = 306) and Pakistan (N = 330) to determine the cross-cultural effectiveness of ethical leadership-based framing. Through the examination of direct and indirect effects (via interactional justice) of ethical leadership on workplace bullying, the findings indicated that employee exposure to such behaviour is significantly reduced because ethical leaders foster justice at work. This study has implications for improving international management practice in regard to workplace bullying.     

Relationships between stressful work environments and bullying: Results of a large representative study

This paper contributes to the relatively sparse knowledge about relationships between stressful work environments and bullying. Relationships between job stressors and leadership behaviour were analysed as possible predictors of bullying at work on the basis of the work environment hypothesis, which states that stressful and poorly organized work environments may give rise to conditions resulting in bullying. Analyses of a representative sample (n=2539) of the Norwegian workforce showed role conflict, interpersonal conflicts, and tyrannical and laissez-faire leadership behaviour to be strongly related to bullying, and that the strength of associations to a high degree differed for various measures of bullying. Support was found for an interactive relationship between decision authority and role conflict at different levels of laissez-faire leadership. Not only targets and bully/targets but also bystanders assessed their work environment more negatively than did non-involved employees, while perpetrators of bullying did not differ significantly from non-involved employees as regards their perception of the work environment. Hence, bullying is likely to prevail in stressful working environments characterized by high levels of interpersonal friction and destructive leadership styles. In addition, bullying is particularly prevalent in situations where the immediate supervisor avoids intervening in and managing such stressful situations.     

Job Satisfaction,Work Environment,and Rewards: Motivational Theory Revisited

A model of job satisfaction integrating economic and work environment variables was developed and used for testing interactions between rewards and work environment hazards. Data came from a representative panel of Danish employees. Results showed that psychosocial work environment factors, like information about decisions concerning the work place, social support, and influence, have significant impacts on the level of job satisfaction. Maximizing rewards did not compensate public employees to an extent that ameliorated the negative effects on job satisfaction of experiencing low levels of any of these factors whereas influence did not impact job satisfaction of private employees.     

Relationships between stressful work environments and bullying: Results of a large representative study

Abstract

This paper contributes to the relatively sparse knowledge about relationships between stressful work environments and bullying. Relationships between job stressors and leadership behaviour were analysed as possible predictors of bullying at work on the basis of the work environment hypothesis, which states that stressful and poorly organized work environments may give rise to conditions resulting in bullying. Analyses of a representative sample (n=2539) of the Norwegian workforce showed role conflict, interpersonal conflicts, and tyrannical and laissez-faire leadership behaviour to be strongly related to bullying, and that the strength of associations to a high degree differed for various measures of bullying. Support was found for an interactive relationship between decision authority and role conflict at different levels of laissez-faire leadership. Not only targets and bully/targets but also bystanders assessed their work environment more negatively than did non-involved employees, while perpetrators of bullying did not differ significantly from non-involved employees as regards their perception of the work environment. Hence, bullying is likely to prevail in stressful working environments characterized by high levels of interpersonal friction and destructive leadership styles. In addition, bullying is particularly prevalent in situations where the immediate supervisor avoids intervening in and managing such stressful situations.     

Leadership Styles as Predictors of Self‐reported and Observed Workplace Bullying

The connection between leadership or management style, on the one hand, and perceptions of bullying, on the other, has received little attention within bullying research. Hence, the aim of this study is to examine the relationship between subordinates' ratings of their immediate superiors' behaviours, and both perceived exposure and claims of observations of bullying at work. Based on a sampling process which emphasized randomness and representativeness, the responses from 5288 respondents in Great Britain taking part in a nationwide study on psychosocial issues at work were included in the analysis. Bullying correlated with all four leadership styles measured. Yet, ‘non‐contingent punishment’ emerged as the strongest predictor of self‐perceived exposure to bullying, while autocratic leadership was the strongest predictor of observed bullying. Hence, while observers particularly associate bullying with autocratic or tyrannical leader behaviour, targets relate bullying more to non‐contingent punishment, i.e. an unpredictable style of leadership, where punishment is meted out or delivered on leaders' own terms, independent of the behaviour of subordinates. In addition, laissez‐faire leadership emerged as a predictor of self‐reported as well as observed bullying. Thus, leadership styles seem to play an important but complex role in the bullying process.     

Measuring exposure to bullying at work: The validity and advantages of the latent class cluster approach

Abstract

This paper addresses the construct and predictive validity of two methods for classifying respondents as victims of workplace bullying. Although bullying is conceived as a complex phenomenon, the dominant method used in bullying surveys, the operational classification method, only distinguishes two groups: victims versus non-victims. Hence, the complex nature of workplace bullying may not be accounted for. Therefore a latent class cluster approach is suggested to model the data, which was obtained by using the Negative Acts Questionnaire (NAQ) administered to employees in Belgium (n=6,175). Latent class modelling is a method of analysis that does not appear to have been used in occupational health psychology before. In this study, six latent classes emerged: “not bullied,” “limited work criticism,” “limited negative encounters,” “sometimes bullied,” “work related bullied,” and “victims.” The results show that compared to the traditional operational classification method, the latent class cluster approach shows higher construct and higher predictive validity with respect to self-assessments and indicators of strain and well-being at work. The consequences of these results for theory, future research, and practice are discussed.     

Psychosocial stress and job satisfaction in female office employees with and without neck-shoulder symptoms

The objective of this research performed in a Finnish occupational health care setting was to describe the annual prevalence of neck and shoulder symptoms in female office employees and to test whether or not these symptoms were associated with psychosocial stress, job satisfaction and health locus of control. The subjects consisted wholly of female office employees (n = 232) at one local bank and three insurance offices, chosen on a voluntary basis. The annual prevalence of disturbing neck-shoulder symptoms among female office employees was 43.3%. An association of these symptoms with psychosomatic symptoms, poor general job satisfaction and its two subdimensions, work content and perception of the healthiness of the working environment, was noticed. The subjects with neck-shoulder symptoms had a significantly higher score of feelings of external control (fatalism) than those without symptoms. The results lead to the conclusion that neck-shoulder symptoms are common amongst female office employees. These symptoms are associated with some psychosocial stress factors and job dissatisfaction. In future, it would be important to pay attention to these factors when trying to reduce the prevalence of neck-shoulder symptoms in office work.     

Measuring exposure to bullying and harassment at work: Validity,factor structure and psychometric properties of the Negative Acts Questionnaire-Revised

Abstract

This study investigates the psychometric properties, factor structure and validity of the revised Negative Acts Questionnaire-Revised (NAQ-R), an instrument designed to measure exposure to bullying in the workplace. By reanalyzing data based on a heterogeneous sample of 5288 UK employees, the results show that the 22-item instrument has a high internal stability, with three underlying factors: personal bullying, work-related bullying and physically intimidating forms of bullying, although the instrument may also be used as a single factor measure. Criterion validity was explored by relating the scores on the NAQ-R to a single-item measure of perceived victimization from bullying, showing high correlations with both the total NAQ-R and scores on the three factors. Targets of bullying scored significantly higher on all 22 items compared to non-targets. The NAQ-R correlated as expected with measures of mental health, psychosocial work environment and leadership, indicating a good construct validity of the instrument. Furthermore, a latent class cluster (LCC) analysis showed that the instrument may be used to differentiate between groups of employees with different levels of exposure to bullying, ranging from infrequent exposure to incivility at work to severe victimization from bullying and harassment. The more commonly used operational criteria can also be used to detect targets of bullying. Hence, the NAQ-R is proposed as a standardized and valid instrument for the measurement of workplace bullying.     

Moderating effects of social support in shiftworking and non-shiftworking nurses

In this study the causal relationships between work characteristics, in terms of job demands and job resources, and both targets’ and perpetrators' reports of workplace bullying, are investigated. In line with the Job Demands-Resources model and the bullying literature, we assumed that both high job demands (i.e. workload, role conflict and job insecurity) and low job resources (i.e. task autonomy, social support and skill utilization) increase bullying over time (i.e. normal causation). Our sample included 177 employees of various establishments of a large Belgian organization. The results of structural equation modelling analyses partially supported our hypothesis. As expected, we found that T1 job demands related positively to targets’ reports of bullying at T2 one year later, and that T1 job resources related negatively to T2 targets’ reports of bullying. Unexpectedly, there was no significant cross-lagged effect of T1 job demands and resources on T2 perpetrator's reports of bullying. No evidence was found for reverse causation or reciprocal effects. Overall, at least for targets, these findings support the validity of the theoretical models postulating a causal link from work characteristics to workplace bullying.     

Workplace bullying,the development of job insecurity and the role of laissez-faire leadership: A two-wave moderated mediation study

Workplace bullying is increasingly recognised as a risk factor for job loss and exclusion from working life. Consequently, bullying may represent an antecedent of job insecurity, but this notion has not been sufficiently tested using prospective, representative data. In the present study, the association between workplace bullying and job insecurity was therefore investigated using a two-year time lag and a representative sample of Norwegian employees (N?=?1775). Employing regression analysis, support for a cross-lagged effect of bullying on stability adjusted job insecurity was found. With respect to explanatory mechanisms, a moderated mediation analysis also revealed that this relationship is mediated by continued exposure to bullying behaviours at T2, and, that the relationship between baseline bullying and continued victimisation at T2 is moderated by laissez-faire leadership (i.e. the enactment of passive-avoidant and non-responsive leadership behaviour). Thus, laissez-faire leadership appears to represent a condition under which the bullying process can endure and progress, and the bullying behaviours associated with such sustained and escalated scenarios seem to be particularly relevant antecedents of job insecurity. These results represent novel contributions to our understanding of workplace bullying and job insecurity, holding important implications for prevention of workplace bullying and alleviation of its negative consequences.     

Measuring bullying at work with the short-negative acts questionnaire: identification of targets and criterion validity

The current study aims to investigate the psychometric properties of the abbreviated version of the Negative Acts Questionnaire, also known as the SNAQ (Short Negative Acts Questionnaire). A Latent Class analysis of 7,790 observation from 38 Belgian organizations demonstrated that four latent classes of respondents can be distinguished in our data: ‘not bullied’, ‘work-related criticism’, ‘occasionally bullied’, and ‘severe targets’. Like with the original full version, both occasionally bullied and the severe targets align with the theoretical definition of workplace bullying as exposure to repeated and systematic negative behavior. The extent to which these clusters report bullying does not only account for their difference, yet also the type of behavior sets the two categories apart. Whereas severe targets had a high probability to report social isolation, this type of social behaviors was more likely to be absent among the occasionally bullied group. The results from the HSD post-hoc test demonstrated that both occasionally bullied and severe targets experienced deteriorating health, more sickness absenteeism and lower for job satisfaction than the two other latent class clusters. Hence, the SNAQ seems to be a psychometrically sound and easy to use instrument to identify targets exposed to varying degrees of workplace bullying.     

Job stress in managers,professionals, and clerical workers

Abstract

The intensity and frequency of occurrence of 30 job stressors as measured by the job stress survey (JSS) were examined in white-collar employees of a large manufacturing firm, consisting of 68 managers, 171 professional (mostly engineers), and 69 clerical personnel. The highest levels of stress intensity were attributed to ‘lack of opportunity for advancement’ and ‘poor or inadequate supervision’. Individual stressors rated as occurring most often during the past six months were ‘frequent interruptions', ‘meeting deadlines’, and ‘dealing with crisis situations’. Factor analyses of the ratings of individual job stressors identified two job-stress factors, job pressure and lack of support, which were differentially related to age, gender, occupational level, locus of control, and job tenure and satisfaction. All three occupational groups attributed greater intensity to stressors that reflected lack of organizational support than to job pressures. Managers reported experiencing job pressures more often than professionals/engineers, but attributed less stress intensity to these pressures. ‘Lack of opportunity for advancement’ and ‘inadequate salary’ were the most salient stressors for the clerical workers. Implications of the findings for the design of stress management and organizational change programmes were discussed.     

Psychosocial predictors of health status

This prospective study examined, in a sample of male and female adults, the relationship between specific psychosocial factors and health status. Measures of stress, health habits, social support, Type A behaviour, and coping style were collected for 203 professional employees in a large aerospace organization in 1988. One year later a follow-up questionnaire assessing self-reported physical illness and job burn-out was administered resulting in a final sample of 95 employees. When adjustments for age, sex, education, and initial psychological well-being were made, perceived stress, physical exercise, and an avoidant coping style significantly contributed to predictions of physical illness in multiple regression analyses. Employees who possessed less hardy appraisals of work/life and expressed greater Type A behaviour reported significantly more fatigue and exhaustion one year later. Type A individuals also reported being significantly less sensitive and caring towards others. Finally, individuals who perceived less stress and expressed more cognitive hardiness reported significantly greater work/life satisfaction. Overall, the data supported the view that psychosocial factors may be differentially associated with diverse physical and psychological health outcomes.     

Questioning universal applicability of transformational leadership: Examining employees with autism spectrum disorder

Challenging an implicit assumption of universal applicability, we propose that a subset of transformational leader behaviors may hamper organizational outcomes for a unique yet growing segment of the workforce: employees on the autism spectrum. Specifically, we tested the hypothesis that emotion-laden communication and social exchanges characterizing the inspirational motivation dimension of the theory are associated with increased feelings of anxiety which, in turn, negatively relate to work outcomes. In contrast, we proposed that other dimensions of transformational leadership, such as individualized consideration, would be associated with reduced levels of anxiety and, ultimately, improved workplace outcomes. Results generally supported the hypothesized indirect relationships for ratings of organizational commitment, but not self-reported job performance which was most strongly predicted by individualized consideration, directly. Implications for managing employees with autism spectrum disorder are discussed as well as the overall applicability of transformational leadership to this growing segment of the workforce.     

Expanding the HRD Role: Improving employee well-being and organizational performance

Abstract

An important opportunity for the HRD profession lies in assessing and reshaping the psychosocial work environment to create a healthy, mentally focused workforce that provides their organization with a competitive advantage. We explain why HRD professionals should be concerned with employee well-being, offer suggestions for assessing the work environment through a stress audit and discuss four key work factors that affect well-being: job control, role overload, social support and supervisor behaviour. By expanding their role to these concerns, HRD professionals can improve quality of life and contribute to organizational effectiveness. If they do, the result should be healthier employees, healthier organizations and a greater recognition of HRD's potential for transforming organizations.     

The green company: A case of labor management and employee empowerment in a small business

The basis of this teaching case is a small nursery and landscape business in the Northeast United States. The case describes how the company attempted to implement a decentralization and employee empowerment program to move relevant decision-making closer to the work site. It illustrates that shifting from a centralized top-down style of management to a decentralized incentive driven style can create many challenges for a small business. Moreover, top management should be cautious about delegating responsibilities to line managers. Not all employees will be successful in this new environment, and without procedures for monitoring and control, significant learning may be necessary as employees move into this environment.     

Job stress in managers, professionals, and clerical workers

The intensity and frequency of occurrence of 30 job stressors as measured by the job stress survey (JSS) were examined in white-collar employees of a large manufacturing firm, consisting of 68 managers, 171 professional (mostly engineers), and 69 clerical personnel. The highest levels of stress intensity were attributed to 'lack of opportunity for advancement' and 'poor or inadequate supervision'. Individual stressors rated as occurring most often during the past six months were 'frequent interruptions', 'meeting deadlines', and 'dealing with crisis situations'. Factor analyses of the ratings of individual job stressors identified two job-stress factors, job pressure and lack of support, which were differentially related to age, gender, occupational level, locus of control, and job tenure and satisfaction. All three occupational groups attributed greater intensity to stressors that reflected lack of organizational support than to job pressures. Managers reported experiencing job pressures more often than professionals/engineers, but attributed less stress intensity to these pressures. 'Lack of opportunity for advancement' and 'inadequate salary' were the most salient stressors for the clerical workers. Implications of the findings for the design of stress management and organizational change programmes were discussed.     

平衡工资多理论职能的“双轨制”薪酬框架研究

生产力的发展离不开与之相适应的生产关系,分配关系是生产关系的核心,当前较单一的工资决定机制已不能适应企业发展。针对许多企业存在的分配导向混乱、薪酬制度不规范、制度应用面窄、激励效果不明显等问题,本文综合运用多种分配理论,重新梳理工资职能和工资结构的影响关系,利用最优尺度回归分析法,识别出薪酬框架设计的重要影响因素,并采用模糊层次分析法确定指标体系的权重,设计出符合企业组织发展需求和员工发展需要的"双轨制"薪酬框架。本文同时优化了岗位价值评价模型,解决岗位评价中的技术实施难点,减少主观因素对评价结果带来的差异性影响。研究实践证明,"双轨制"薪酬分配制度兼顾员工能力素质与岗位贡献,平衡了员工个体与企业组织各自的需求,理顺了分配关系,有效促进了组织效能提升。     

Dimensions of the psychosocial work environment in a sample of the US metropolitan population

The present study investigates the dimensional structure of the psychosocial work environment as assessed by Karasek's job characteristics scales and a set of factorial scales derived from the Dictionary of Occupational Titles (DOT) observers' ratings of occupational characteristics for census occupations. Scale scores on the Karasek and DOT were linked to information on occupation from the Epidemiologc Catchment Area (ECA) study sample. Scale intercorreladons and factor analysis were performed on those ECA subjects who reported ever having a full-time job (n=11,789). DOT'sS Substantive Complexity scale was positively correlated with Karasek's Skill Discretion and Decision Authority scales, and DOT's Physical Demands and Hazards scale was positively correlated with Karasek's Physical Demands scale. In addition, the DOT system compared to the Karasek system seems to assess psychosocial work domains less characteristic of traditional industrial jobs (interpersonal stress, expressive work). The content validity of the Karasek scales might be increased with the assessment of these domains. Giving support to Karasek's Demand/Control Model, the factor structure of the psychosocial work enviromnent in the probability sample of five US metropolitan populations yielded two major dimensions: Control, and Physical Demands.