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Workplace aggression is a specific type of aggression which occurs in the workplace. [1] [2] Workplace aggression is any type of hostile behavior that occurs in the workplace. [3] [1] [4] It can range from verbal insults and threats to physical violence, and it can occur between coworkers, supervisors, and subordinates.
Workplace harassment is belittling or threatening behavior directed at an individual worker or a group of workers. [ 1 ] Workplace harassment has gained interest among practitioners and researchers as it is becoming one of the most sensitive areas of effective workplace management.
In 2008, Dr. Judy Fisher-Blando [28] wrote a doctoral research dissertation on Aggressive behaviour: Workplace Bullying and Its Effect on Job Satisfaction and Productivity. [29] The scientific study determined that almost 75% of employees surveyed had been affected by workplace bullying, whether as a target or a witness.
The Occupational Safety and Health Administration ("OSHA") a department of the United States Department of Labor defines workplace violence as "any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at the work site. It ranges from threats and verbal abuse to physical assaults and ...
Boddy, C. R (2013) Corporate Psychopaths, Bullying and Unfair Supervision in the Workplace Aggression and Violent Behavior Volume 18, Issue 2, March–April, Pages 204–218; Boddy, C. R (2014) Corporate psychopaths, conflict, employee affective well-being and counterproductive work behaviour Journal of Business Ethics
Psychological abuse has been found present within the workplace as evidenced by previous research. Namie's study of workplace emotional abuse found that 31% of women and 21% of men who reported workplace emotional abuse exhibited three key symptoms of post-traumatic stress disorder (hypervigilance, intrusive imagery, and avoidance behaviors). [49]
In the workplace, such a claim focuses on the working conditions that must be experienced by the victim as a condition of employment, rather than on tangible job changes. To establish whether the situation is actionable the "totality of circumstances" must be weighed with an eye to determining "that the harassment affected a term, condition, or ...
Research indicates that procedural justice (combined with interactional justice) is beneficial in reducing workplace-deviant behavior. Employees who are consulted (and given an opportunity to be involved in the decision-making processes at their organization) are less likely to act out, since their voices are valued.