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Psychological theories of bullying
Psychological theories of bullying
Psychological theories of bullying
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There have been several studies completed by researchers concerning the issue of supervisors who treat their employees abusively. For the sake of this article we will refer to these individuals as “bullying bosses”. A wide range of several forms of non-physical aggression, such as putting employees down in front of others, blaming them for things that are not their fault, accusing them of incompetence, ridiculing them, and not giving them credit for the work they have completed, are typical behaviors of bullying bosses.
Some of the negative effects created by these behaviors include job dissatisfaction, emotional exhaustion, and psychological distress. Being treated like this by a boss or manager has also been linked to counterproductive behaviors
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They often are under a lot of pressure from their own supervisor, deal with a lot of stress which comes with their position, and often they may be dealing with frustrating co-workers their self, which affects their other business relationships. Because they are not able to take these frustrations out on someone over them, they look for someone weaker to catch the blunt of their anger. Often their attitudes and behaviors have nothing to do with the work atmosphere whatsoever. Sometimes the way they act is a direct reflection of their inability to properly handle emotions, and can often be associated with family abuse. Studies have also shown that some employees are more likely to be bullied than others. Working with negative or hostile employees has the ability to bring out the worse of any supervisor. If they appear to be vulnerable or week, employees with a low self-esteem are more likely to become a victim to a bullying boss. While bullying employees should never be tolerated or accepted, it is easy to see why some people are easier targets than …show more content…
Because of their poor performance, these employees can be more difficult to handle and deal with, creating anger and frustration for the supervisor. This will often result in the employee becoming a victim of the bullying attitudes and behaviors of the boss. When taking this information into consideration, one would be led to believe that the star performers would be looked over when an employer felt it necessary to act out on these negative tendencies. In order to give these star workers every opportunity to excel at what they do, you might think that a supervisor would be more willing to keep their attitudes clear from these
Berry, P. A., Gillespie, G. L., Gates, D., & Schafer, J. (2012). Novice Nurse Productivity Following Workplace Bullying. Journal Of Nursing Scholarship, 44(1), 80-87. doi:10.1111/j.1547-5069.2011.01436.x
It has various negative effects which are persistent in nature, and the individual victim realizes the behaviour as bullying (Wilson, 2016). Bullying is associated with physical and psychological problems among nurses leading to absenteeism, poor performance, low job satisfaction, and increased turnover (Ganz, et al., 2015). The issue of bullying among nurses further affects the entire health care team including patient outcomes and health care costs due to the declining level of nurses’ performance (Becher & Visovsky, 2012). Although bullying exists in the nursing work place, they are silent in nature, and goes undetected (Becher & Visovsky,2012). Hence, identifying and managing workplace bullying needs efforts of individual facing bullying and support of the
In the 10 years Mazey had been employed with Hudson, he was observed throwing things which barely missed employees, yelling at subordinates “in a rage” and making “derogatory and demeaning remarks” possibly regarding ethnicity or origin, among other inappropriate behavior (Yemen & Clawson, 2007). Mazey can be considered as a workplace bully. Hocker and Wilmot (2011) define bullying as “repeated and persistent patterns of negative workplace behavior that is ongoing for six months or longer in duration” (p. 175). The excessive bullying behavior Mazey displayed created interpersonal tension that affected productivity. Hudson associates were hesitant, or refused to work with Mazey due to prior...
You know what you feel like after an encounter with a difficult person—provoked, angry, powerless, and frustrated. That’s because hostile aggressive people have a sixth sense. They seem to know intuitively what buttons to push to keep you off balance. One person I encountered was the Bully Boss. I didn’t him let bully me, but he did to just about anyone who thought he could. He use to do mean things just too intentionally make people cry and then watch their reactions. It was a little game in
Fast, N., & Chen, S. (2009). When the boss feels inadequate: power, incompetence, and aggression. Psychological Science, 20(11), 1406-1413. doi:10.1111/j.1467-9280.2009.02452.x
When focusing additional attention on these employees, managers said they found, “more often than not, their work seems to get worse.” An employee who was “below expectations” stated that they began to question their own decision-making ability and defaulted to asking significantly more questions of their manager because they were treated like they were incapable of making good decisions. Management saw this response as further proof that this employee was a poor decision-maker and couldn’t handle complicated work, so they began assigning easier units and continued to spend more time auditing this employee’s work to catch
The concept of a dysfunctional workplace behavior is very broad and includes many different elements. The word dysfunctional is defined as “behaving or acting outside social norms” or “by a breakdown of normal or beneficial relationships between members of the group” (Dysfunctional, 2017). Thus, one can infer that any behavior, within an organization, that leads to a negative impact on the relationships among employees or causes a decrease in company efficiency/productivity, could be classified as dysfunctional. This means that dysfunctional workplace behavior can have an impact that ranges from “a mere annoyance to organizational destruction” (Mackenzie, Cliodhna & Garavan, 2011). This creates organizational problems that include, but are
Workplace harassment is unwelcome actions that are based on a person’s race, religion, color, and sex, and gender, country of origin, age, ethnicity or disability. The targets of the harassment are people who are usually perceived as “weaker” or “inferior” by the person who is harassing them. Companies and employers can also be guilty of workplace harassment if they utilize discriminatory practices against persons based on ethnicity, country of origin, religion, race, color, age, disability, or sex. These discriminatory practices have been illegal since the passing of the Civil Rights Act of 1964 (Civil Rights Act of 1964), and have been amended to be more inclusive of other people who experience discrimination by the Civil Rights Act of 1991 (The Civil Rights Act of 1991), and most recently, President Obama’s signing of the Lilly Ledbetter Fair Pay Act of 2009 (Stolberg, 2009).
In the analysis, the essential problem of the bullying behavior cycle in today’s society is the leaders of irresponsible power. The companies number one employment policy is to respect one another dignity and pride, yet many bosses are the first and main ones to neglect it in supervising the employees. They are also the primary influences of the bullying behavior who favor workers they can identify themselves with. Who would not want to be favored by their boss and have a sense of job security? Where are the Chief Executive Officers (CEO’s) in all this mess? However, since employees are awarded for the bullying behavior, they feel a sense of righteousness and their children model the mentality. No wonder the school’s bullies are furious when they are punished for their behavior.
...ciously favour employees that either have a non-work related relationship with the employer or display similar characteristics to the employer. This bias in the workplace causes managers to tunnel vision on the personality and style of the employee instead of the actual productivity and achievements. This can eventuate into good employees feeling slighted or, which may cause tension in the workplace. This can also mislead employees into thinking their work ethic is fine when, in fact, there is a large room for improvement in terms of performance.
If work takes up most of a person’s time they wouldn’t have the energy to do anything else. A person may hate their job or have a horrible mean boss that doesn’t respect them and this could cause a person to become depressed. In the article "No Time to Be Nice at Work", it states that mean words or rude behavior can cut a person down and make them feel worthless. If a boss is mean all the time a person wouldn’t have the motivation to go to work and would usually be unhappy with their lives. "Bosses produce demoralized employees through a string of actions"(article) When a boss is mean all the time and doesn’t respect their employee it makes the employee less motivated to do their job. I work all the time, with the stress of work all the time plus the stress that comes along with school I don’t have the motivation to have a social life. With no motivation for a social life I see the people that brought me joy less and less which makes me
Abuse in the workplace is behavior that causes the workers any emotional or physical harm. Discrimination, sexual harassment/harassment, violence and bullying are forms of workplace abuse. These actions are not always detectable from each other because they often overlap. Harassment could be discriminatory, bullying could be a form of harassment, and any of these behaviors can lead to violence in the workplace. There are many questions that could be asked about this like, Do men often report sexual harassment? Do minorities report Discrimination? Do men or women really experience violence in the workplace? Violence in the workplace as an threat or act of physical harm toward another person at the work site. the abusers might use verbal abuse or physically assault their victims to intimidate them. A person who threatens a coworker with physical harm is usually considered a ‘typical’ bully. However, the boss or supervisor who often requests an employee to do work or threatens to fire them also is a bully. Bullies sometimes pretend to ignore their coworkers to make them feel invisible. Bullies also use other tactics to humiliate their victims, such as rumors to spread lies about them or try to sabotage their work. Discriminatory behavior treats workers very unfair usually on the basis of gender, race, ethnicity, religion, sexual orientation, disability, or age. Discrimination is prohibited by federal and state laws. Unfair actions incorporate retaliation, harassment, denying employment and making decisions that affect people in these categories. Bullying, violence and discrimination often are categorized as workplace harassment. Therefore, harassment victims suffer the sa...
Workplace Bullying: A Review and Future Research Directions. South Asian Journal of Management, 23(3), 27-56. http://library.ashford.edu/ Wiedmer, T. L. (2010). Workplace bullying: Costly and preventable. Delta Kappa Gamma Bulletin, 77(2), 35-41.
The approach I took to when researching this paper was to first find out as much about workplace bullying as I could. I wanted to find the statistics behind how, why, what, and who. How affected employees, the company, and how it was perceived among work cultures. Why employee’s felt the urge to bully others and why bullied employees often didn’t stand up for themselves. What was the characteristic of bully’s?
The employer is also effected negatively by workplace bulling, For example; increased call ins, and high turnover rates. The employee’s productivity is impacted, in turn the quality of work is lessoned. Also, bullying issues could lead to harassment and potential for lawsuits and negative