Seeing the unseen: ostracism interventionary behaviour and its impact on employees

This article outlines the development and validation of the ostracism interventionary behaviour (OIB) scale. Based on in-depth interviews with employees, leaders, and content experts in addition to 603 survey respondents from Canada and the United States, 3 dimensions emerged to describe the ways in which leaders confront workplace ostracism-related cues and a measure was created to assess them. These refer to the ability for leaders to foster an inclusive workgroup dynamic and enact effective third-party interpersonal interventions through displays of (1) social awareness, (2) proactivity, and (3) harmony-seeking behaviour. In addition to possessing convergent and discriminant validity, the OIB scale demonstrated criterion-related validity through its relation with perceived workplace ostracism and well-being. Furthermore, evidence supported the scale’s test–retest reliability and predictive validity over and above leader–member exchange. Overall, the measure was found to be both reliable and valid, with important implications for the effective management of instances of ostracism at work.     

Workplace ostracism And workplace behaviors: A moderated mediation model of perceived stress and psychological empowerment

Background and objectives: Workplace ostracism research has examined numerous underlying mechanisms to understand the link between workplace ostracism and behavioral outcomes. Ostracism has been suggested to be an interpersonal stressor; however, research has not investigated workplace ostracism from a stress perspective. Therefore, the study investigated the mediating effect of perceived stress for the relationships between workplace ostracism and helping behavior, voicing behavior, and task performance. The study also investigated the moderating effect of psychological empowerment for the relationships between perceived stress and behavioral outcomes.

Design: The study design was a three-wave self-reported questionnaire.

Method: The study sampled 225 full-time employees in South Korea and regression analyses with bootstrapping were conducted to test the moderated mediation models.

Results: The bootstrapped 95% CI around the indirect effects did not contain zero; therefore, perceived stress mediated the relationship between workplace ostracism and helping behavior (–.06), voicing behavior (–.07), and task performance (–.07). Further, the moderated mediation analyses found perceived stress mediated the relationships between workplace ostracism and behavioral outcomes only when individuals perceived low levels of psychological empowerment.

Conclusion: The findings suggest that workplace ostracism is a stressor and psychological empowerment can mitigate the negative effects of ostracism on behavioral outcomes.     

Workplace Violence and Worker Injury in Elderly Care Settings

Abstract

Many incidents of injury, assault, and abuse occur in health care settings. To better examine the situational context of the workplace, this paper examines whether workers providing care to elderly persons experience injuries that are consistent with the “for-profit” and “interpersonal conflict” explanations of elder abuse or neglect. Using data from the Bureau of Labor Statistics, results indicate that nursing home workers and home health care workers have higher rates of workplace injuries resulting from assaults and overexertion than do other workers. The data suggest that there are unique structural and situational factors present in the nursing home, which create a work setting vulnerable to conflict, violence, and elder abuse.     

A job characteristics approach to explain workplace bullying

This article analyses job characteristics as antecedents of workplace bullying, in line with the early Scandinavian research tradition. Research thus far suggests a large variety of possible job related antecedents. Recent review findings and methodological criticism, however, suggests that these findings need to be treated with caution. Warr's Vitamin model is used to summarize relevant job-related antecedents of workplace bullying. All relationships are tested simultaneously in a hierarchical regression analysis, controlling for covariates. A large and heterogeneous sample of Belgian workers is used to test the hypotheses (n = 6175). The results show that task autonomy is not significantly related to bullying. In line with earlier research, role conflicts and role ambiguity are the most important antecedents. Also (lack of) participation in decision making, (lack of) skill utilization, workload, cognitive demands, changes in the job, job insecurity, and (lack of) task-related feedback are found to be directly related to workplace bullying. These findings are discussed in the light of the literature and some suggestions for practice are formulated.     

The prevalence,risk factors and outcomes of workplace bullying among junior doctors: a systematic review

ABSTRACT

Junior doctors’ exposure to bullying may impact their training and compromise quality healthcare, yet little is known in relation to its predictors and effects. The aim of this paper is to assess the prevalence, factors and outcomes of workplace bullying among junior doctors. Literature search was performed to identify all primary studies examining workplace bullying among junior doctors using the following electronic databases: Medline, Scopus, Web of Science, PsycINFO and Cochrane Library. A total of 18 articles were included, reporting on a total of 9,597 junior doctors. The quality of evidence can be rated as moderate according to the Newcastle Ottawa Scale. From the review, a wide range (30–95%) of bullying prevalence, significant differences in bullying rates according to gender, age, height, ethnicity and subspecialty, and significant associations between bullying and mental strain, job dissatisfaction, burnout, and increased accidents at work were observed. Concurrently, heterogeneity in the terms and methodologies used to examine workplace bullying as well as definitional issues in relation to the persistency of negative interactions were noted. Evidence suggests that workplace bullying is a serious occupational hazard for junior doctors, and more research is warranted to better understand this phenomenon and address its definitional and methodological issues.     

Crossnational deviance in the workplace: Diverging impact of organizational commitment in Canada and Belgium

Using a self-report questionnaire from the aggressor's point of view, this study contrasted employees' frustration, perception of procedural justice, organizational commitment, and their relationships to interpersonal deviance in Canada and Belgium. Significant main effects were found in both countries for frustration and procedural justice on psychological and physical violence. Moreover, hierarchical regression analyses revealed significant interactions of country by normative and continuance commitment in interpersonal deviance, indicating the unique patterns relationships in Canada and Belgium. Hofstede's model of cultural dimensions was used to discuss the results.     

Workers' perception of workplace bullying: A cross-cultural study

This study is one of the first studies to approach workplace bullying cross-culturally. It sought to compare employees' understanding of workplace bullying in two different world regions: Central America and Southern Europe, regarding three aspects of workplace bullying: psychological vs. physical harassment, hierarchical vs. horizontal bullying, and direct vs. indirect aggression. A convenience sample of 246 workers provided their own definition of workplace bullying through a single, open-ended question. The results showed that employees from Central America emphasized the physical component of workplace bullying more than the Southern European employees. However, similarities in the conceptualization of workplace bullying across both cultures were found as well. Both Southern European and Central American employees defined workplace bullying mainly as a hierarchical phenomenon, where the aggression took the form of direct strategies. Such differences and similarities bring to the field some positive inputs for the development and implementation of different strategies for dealing effectively with this phenomenon.     

Silence is golden? Characteristics and experiences of self-reported whistleblowers

This study investigates the characteristics of whistleblowers, the prevalence and nature of whistleblowing, and the occurrence of retaliation after whistleblowing using a randomly selected and representative sample of Norwegian employees. The results showed that 12 per cent self-reported as whistleblowers according to an operational definition. Being a leader, or a union or personnel safety representative was significantly related to whistleblowing. The most frequently reported wrongdoing was harassment conducted by a single colleague. Wrongdoer(s) received mixed responses, from no reaction to reprimand. Even though most whistleblowers were not sanctioned, they reported less job satisfaction and more workplace bullying than did nonwhistleblowers. Only a few were rewarded. For the most part, wrongdoing was stopped or reduced. However, whistleblowing was only partially effective, because whistleblowers reported lack of feedback about the result of their report. Results also showed that the status of the wrongdoer was related to the reaction he or she received afterwards, as were the type of wrongdoing and the effect on the wrongdoing, and the type of wrongdoing and the effect on the wrongdoer(s). Potential explanations for the results, such as the type of sample and power distance, are discussed. Practical implications of the study are also addressed, such as the importance of providing feedback to whistleblowers.     

The world turns at 33 and 45: Defining simple cutoff scores for the Negative Acts Questionnaire–Revised in a representative sample

Workplace bullying is a serious hazard in every day working life that needs to be assessed carefully. In order to achieve such a goal, both victims of severe bullying as well as targets of less intensive bullying need to be identified, the latter in order to prevent further escalation into severe bullying. Previous research has mainly offered simple and crude measures of who is and who is not a victim of bullying. In this article we show how cutoff scores for the scale Negative Acts Questionnaire–Revised (NAQ-R) can be calculated. Based on a representative sample of the Norwegian workforce, we formulated 2 cutoff points or thresholds for the NAQ-R with a Receiver Operation Characteristic curve. Employees with a score lower than 33 are not bullied, employees with a score between 33 and 45 may be considered as being bullied occasionally, and employees who score above 45 can be considered to be victims of workplace bullying. As the NAQ-R is used in more than 300 research projects worldwide, we hope to inspire other scholars to define similar cutoff points. In addition, we hope that clear cutoff scores may be of assistance to practitioners for designing interventions regarding workplace bullying in line with the identified problems.     

La relation entre la culture organisationnelle et les agressions au travail

This study aimed to determine how perceptions of group, developmental, hierarchical and rational organizational culture contribute to workplace aggressions. Aggressions included low intensity incivilities to violent physical acts. Data came from the SALVEO surveys containing a sample of 1942 workers employed in 63 workplaces. Multilevel analyses revealed that the perception of the group culture is associated with lower levels of incivilities while the developmental culture is associated with higher levels of incivilities.