Workplace bullying, socially aversive attitudes, reduced work group effectiveness, and organizational frustration. (22nd December 2020)

• Record Type: Journal Article
• Authors: Valentine, Sean R.; Giacalone, Robert A.; Fleischman, Gary
• Is Part Of: Human resource development quarterly. Volume 32:Number 2(2021)
• Page Start: 131
• Page End: 153
• Publication Date: 2020-12-22
• Subjects: frustration -- social aversion -- work group effectiveness -- workplace bullying; Personnel management -- Research -- Methodology -- Periodicals; Personnel management -- Periodicals; Personnel management -- United States -- Periodicals; 658.3005
• DOI: 10.1002/hrdq.21418
• Languages: English
• ISSNs: 1044-8004

Abstract

Abstract: Given that workplace bullying can harm employees' thoughts, perceptions, and experiences, this study explored how bullying triggers socially aversive attitudes in victims, as well as diminished work group effectiveness and increased organizational frustration. Using time‐lagged data collected from research panelists, the hierarchical regression results indicated that workplace bullying can lead to distrust of others, a self‐focused strategy based on the belief that workplace advancement is political, and reduced work group cohesion and communication, ultimately resulting in organizational frustration. The managerial/practical and research implications of these findings and the connections to human resource development (HRD) are highlighted, including the need for managers and professionals involved in HRD to prevent and arrest workplace bullying. The research limitations and suggestions for future work are also presented.