Shared aggression concerns and organizational outcomes: The moderating role of resource constraints (original) (raw)
Related papers
Workplace aggression: Introduction to the special issue and future research directions for scholars
Purpose - Public employees are often confronted with aggression from citizens, managers and colleagues. This is sometimes a function of having a monopoly position of many public organizations. As a result, citizens cannot opt for alternative providers when not served well. This could give rise to aggression. Furthermore, increased budget cuts might give rise to higher stress, workload and consequential aggression at times. This paper analyzes articles on workplace aggression, both the three articles of this special issue and more broadly. The purpose of this paper is to provide researchers with methodological and theoretical future research suggestions for new studies on workplace aggression. Approach – Literature review. Findings – By taking new methodological and theoretical routes, scholars can contribute to the analysis and potential solutions concerning workplace aggression in the public sector. First, the authors advise researchers to move beyond cross-sectional surveys. Instead, diary studies, longitudinal studies and experimental methods (such as randomized control trials) should be increasingly used. Furthermore, scholars can focus more on theory development and testing. Future studies are advised to connect workplace aggression to theoretical models (such as the Job Demands-Resources model), to theories (for instance social learning theory) and to public administration concepts (such as public service motivation and trust in citizens). Originality/value – This is one of the few articles within the public management literature which provides new methodological and theoretical directions for future research on workplace aggression.
Aggression-Preventive Supervisor Behavior: Implications for Workplace Climate and Employee Outcomes
Journal of Occupational Health Psychology, 2017
Workplace aggression remains a serious and costly issue for organizations; thus, it is imperative to understand ways to reduce workplace aggression. To address this need, we used 2 independent samples with varied study designs, one at the employee level and the other at both employee and unit levels, to examine the role of aggression-preventive supervisor behavior (APSB) in aggression-prevention processes. In Sample 1 (237 nurses), we used structural equation modeling to examine the role of individual observations of APSB. First, we found that individual employees' observations of APSB positively related to their individual violence-prevention climate (VPC) perceptions. Further, VPC perceptions mediated the relations between APSB and employees' exposure to coworker aggression, job attitudes, and physical symptoms. In Sample 2 (337 nurses), we used multilevel regression analysis to examine the positive role of APSB in managing the aggression process. First, we established fur...
Predicting workplace aggression: a meta-analysis
Journal of applied …, 2007
The authors conducted a meta-analysis of 57 empirical studies (59 samples) concerning enacted workplace aggression to answer 3 research questions. First, what are the individual and situational predictors of interpersonal and organizational aggression? Second, within interpersonal aggression, are there different predictors of supervisor-and coworker-targeted aggression? Third, what are the relative contributions of individual (i.e., trait anger, negative affectivity, and biological sex) and situational (i.e., injustice, job dissatisfaction, interpersonal conflict, situational constraints, and poor leadership) factors in explaining interpersonal and organizational aggression? Results show that both individual and situational factors predict aggression and that the pattern of predictors is target specific. Implications for future research are discussed.
Teachers' Workplace Aggression Behaviors and Their Relationship with Organizational Justice
MANAS Sosyal Araştırmalar Dergisi, 2020
In this study, it was aimed to examine teachers" workplace aggression behaviors and organizational justice perceptions and test the predictive effect of organizational justice on workplace aggression. Designed with causal comparative and correlational methods, the study had a sampling of 408 teachers, working in Kayseri and selected according to proportional stratified random sampling technique. Teachers" Workplace Aggression Scale developed by the researchers and Organizational Justice Types Scale by Kuru-Çetin (2013) were used as data collection tools. Mann-Whitney U, Kruskal Wallis, t-test, one way ANOVA, simple and multiple linear regression analyses were used in data analyses. The results showed that teachers rarely observe aggressive behaviors at school, with a higher mean of covert workplace aggression score than that of overt workplace aggression. Organizational justice perceptions were at medium level, with a higher mean of procedural justice score than that of distributive justice. The simple linear regression analysis showed that organizational justice, explaining 10% of the variance, was a significant predictor of teachers" workplace aggression behaviors. However, in the multiple linear regression it was observed that procedural justice, explaining 10% of the variance, was the only significant predictor of workplace aggression and distributive justice wasn"t a significant predictor of teachers" workplace aggression.
Journal of Applied Psychology, 2008
The authors investigate whether known person predictors (trait anger, trait aggression) and situational predictors (perceived interpersonal mistreatment, perceived organizational sanctions against aggression) of supervisor-targeted aggression also predict employee's aggression toward other workplace targets, namely peers, subordinates, and customers' aggression toward service providers. The authors also investigate the moderating impact of situational factors on the relationship between person factors and aggression. Participants (N ϭ 308) were asked whether they had a conflict with their supervisor, a subordinate, a work peer, and/or a service provider in the past 6 months. Different patterns of main and interaction effects emerged across the 4 targets, suggesting the importance of accounting for the target of aggression in workplace aggression research.
How does Aggression at the workplace effect on well-being of employees.
HOW DOES AGGRESSION AT THE WORKPLACE EFFECT ON PSYCHOLOGICAL WELL-BEING This article reviews research on workplace aggression and its effect on wellbeing of employees. Aggression has been defined by Hogh, A. Henriksson, M.E and Burr, H (2005) as: "any form of aggressive behavior aimed toward the goal of harming another human being, and it can be both psychological and physical in nature." Psychological wellbeing can be defined as form of experiencing pleasant emotions, sense high level of-self-efficacy and low level of negative mood as well as feeling of life satisfaction (Merecz, D. Drabek, M. And Mościcka, A. 2009). This research describes how aggression at the work place is conducted and who the perpetrators are. Also it discusses causes and consequences of aggression at the work place and its relationship to psychological wellbeing. In addition, it studies the difference between men's and women's exposure to work related aggression. Limitations of the current research and future directions are suggested.
Exposure to Aggression in School and Teachers' Intention to Leave Their Profession-A Brief Report
Psychology, 2021
Exposure to violence and aggression in the workplace in general and in school in particular has been associated with teacher attrition. However, the underlying processes accounting for this association have not been systematically investigated. This study proposed a mediation model accounting for the above association through the involvement of stress. One hundred and eighty-eight teachers from schools all over northern Israel (92% women; mean age = 43.64; sd = 9.58) filled out measures of exposure to aggression (physical and verbal), demographics, a stress questionnaire, and a brief questionnaire assessing intentions to leave the teaching profession. Path analysis supported a mediation model in which stress levels mediated the association between exposure to physical aggression, followed by exposure to verbal aggression and age and intentions to leave teaching. The results are discussed in light of the existing empirical evidence and theory.
Workplace Psychological Aggression, Job Stress, and Vigor: A Test of Longitudinal Effects
Journal of Interpersonal Violence, 2018
The purpose of this research was to examine the relationships between supervisor- and customer-initiated psychological aggression and vigor across time, and to determine the mediating role of job stress in these relationships. We also investigated the potential for differential impacts of supervisor and customer aggression on our outcome variables. A two-wave longitudinal study was conducted with a time lag of 6 months. The study sample consisted of 215 branch office employees of five large commercial banks situated in Islamabad, Pakistan. Data were collected using a self-administered questionnaire and analyzed using covariance-based structural equation modeling (CB-SEM). It was found that Time 1 supervisor and customer aggression were negatively related to Time 2 vigor, and these relationships were partially mediated by job stress. Contrary to our expectations, however, we found no significant differences between Time 1 supervisor and customer aggression in relation to Time 2 job s...
Workplace aggression and organisational effectiveness: The mediating role of employee engagement
Australian Journal of Management, 2018
We investigate the relationship between the prevalence of workplace aggression and two key outcomes: employee engagement and organisational effectiveness. Drawing on social capital theory, we propose that the level of employee engagement within the organisation helps explain the association between workplace aggression and organisational effectiveness. We used secondary survey data and an important indicator of organisational effectiveness in the healthcare sector (i.e. rates of hospital-acquired infections (HAIs)) from 101 hospitals in NSW, Australia. We found that hospitals with higher rates of workplace aggression had higher rates of patients with HAIs and that employee engagement was an important mechanism that helped explain this effect. These findings underscore the potential benefits of management policies and practices that are aimed at preventing workplace aggression and support greater employee engagement.JEL Classification: L120