In the corporate backstage, the taste of revenge: Misbehaviour and humor as form of resistence and subversion

Medeiros, Cíntia Rodrigues de Oliveira; Alcapadipani, Rafael

doi:10.5700/rausp1229

Cited by 10 publications

(4 citation statements)

References 57 publications

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“…In addition, employee satisfaction is required for better corporate performance (Edmans, 2011). Therefore, the charges (e.g., relating to benefits, retirement, retaliation, race, sex, disability, age, national origin, religion, color) brought by employees targeted not only the financial performance of the firm, but also the work environment (Medeiros and Alcapadipani, 2016) and other practices. It is important to let employees speak about the problems before they become uncontrollable.…”

Section: Literature Reviewmentioning

confidence: 99%

Retaliation against employees in the USA: an analysis in terms of organizational behavior

Suklun¹

2020

Pressacademia

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Purpose -The number of retaliation charges filed with the U.S. Equal Employment Opportunity Commission (EEOC) has been increasing dramatically over last decade. This analysis is grounded on the USA regulations and a merged city and a county local government in the USA. Organizational analysis was based on the work of Bolman and Deal (2008). This study's aim was to explore the relationships between organizational behavior and retaliation against employees in the USA and increase attention among scholars for further research as well. Although retaliation is classified under discrimination it is taken as a special charge. Methodology-The recent lawsuit examples demonstrate the apparent costly conflict within the local government, organizational structure and its systems are reviewed to explore if they are causing negative conflicts in the organization. Bolman and Deal's ( 2008) strategy is applied to the studied local government in the USA. To be able to understand the relationships between the local governmental structure and retaliation problems is deeply analyzed on structural, human resources, political, and symbolic frames. Most of the retaliation cases took place at the Division of Community Correction. To explore if there are internal contributors' effects to the problem requirements for a job application and job descriptions of a correction officer are investigated and compared with other organizations' job description for the same position, as well as training requirements. Findings -This study revealed several problems that the studied local government needs to address to prevent retaliation cases. First of all, the local government doesn't have an established culture, and because of that, the employees are not sure how to behave or act when they face challenges. Although organizational symbols exist to eliminate confusion, ambiguity to provide direction, to secure hope and faith in organizations, the local government doesn't have clear symbols. While stories convey values and serve as powerful modes from the tyranny of facts and logic, the local government's employees are afraid of speaking out about some issues, and bad stories pass from employees to employees. In terms of policies, the study discovered that whatever stated officially is not in use. Harassment training is given to new beginners and never reoffered to current employees. Broken and unclear communication is another finding that might be leading to organizational problems. Conclusion -The increasing number of costly retaliation cases in the United States needs more attention to the causes to solve this problem. Public agencies are funded by taxes paid by households and companies to the government to receive services such as water, roads, education etc. Public agencies' high lawsuit settlement payments jeopardize the public's rights to have services. These problems have some indirect costs which should be taken into account. Currently, little attention is paid to the subject by scholars, and therefore it needs to be explored more. The results...

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Section: Literature Reviewmentioning

confidence: 99%

Retaliation against employees in the USA: an analysis in terms of organizational behavior

Suklun¹

2020

Pressacademia

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“…It may also be the first step toward bullying and several prejudices that surround humans, the most common being related to race, ethnicity, gender, and age (Irigaray, Saraiva, & Carrieri, 2010;Korczynski, 2011;Westwood & Johnston, 2012;Wood & Caldas, 2005). Humor is a form of resistance that may lead to sabotage (Alcadipani, Hassard, & Islam, 2018;Medeiros & Alcadipani, 2016) and, sometimes, is the only way to demonstrate dissatisfaction at work (Rodrigues & Collinson, 1995). It is also a way to express forms of control (Huber & Brown, 2017) that may cause laughter (Valadão, Medeiros, & Teixeira, 2017).…”

Section: Humor In the Academia And Research On Humormentioning

confidence: 99%

Humor Na Academia E Pesquisas Sobre Humor

Tonelli

Zambaldi

2019

Rev. adm. empres.

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This edition includes four articles: "The missing link between the high performance work practices and the perception organizational politics," by Adnan Riaz, Saima Batool, and Mohd Shamsuri Md Saad; "Relationship between innovation and performance: Impact of competitive intensity and the organizational slack," by Diego Armando Marín-Idárraga and Juan Carlos Cuartas-Marín; " Social and family life impact of shift work from the perspective of family members," by Daniela Costa and Isabel Soares Silva; and, finally, "Structural cartography for literature review: Revealing the underlying structure of a literature though a bibliographic atlas," by Joaquim Heck and Ion Georgiou. The Perspectives section includes two texts relevant to the area of logistics and operations: "Ambidestria and coevolution in operations: Integrating theory and practice" and "The creativity dilemma," by Ely Laureano Paiva and Elena Revilla, respectively. In the Book review section, Luiz Alex Silva Saraiva, in "From the Agreste to the world," presents his point of view on the work Filhos das feiras: Uma composição do campo de negócios agreste (Children of the fairs: A composition of the business field of the Agreste) by Márcio Sá.

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“…Theft, anti-social behavior, aggression, sabotage, misuse of breaks, retaliation, swearing, being rude, neglecting duties, violence, halting social relationships, not giving enough support, humiliation, shaming, abuse, conflict, refusal to help, and spreading gossip are acts of revenge that harm interpersonal relationships (Akın et al, 2012;Bordia et al, 2014;Osgood, 2017). Not following the rules, intentional misconduct, quitting jobs, poor performance, sabotaging organizational activities, refusing responsibilities, concealing information, sabotaging devices, tools, and equipment, wasting time and resources, disobedience, espionage, and suing are also harmful acts of revenge (Medeiros & Alcapadipani, 2016;Osgood, 2017;Roy, Bastounis & Poussard, 2012;Tripp & Bies, 2009).…”

Section: Introductionmentioning

confidence: 99%

The Organizational Revenge Intention in Nurses: Is the Organizational Justice Perception Effective?

Yılmaz¹,

Altuntaş²

2022

SHYD

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Aim: This descriptive and correlational study aims to determine whether nurses have organizational revenge intentions and evaluate the effect of organizational justice perceptions. Method:The study was conducted on 526 nurses who accepted to participate in the research. The participants work in three hospitals: one university and two Ministry of Health hospitals. The data were collected using a personal information form, the Organizational Revenge Intention Scale (ORIS), and the Organizational Justice Perception Scale (OJPS). Institutional permissions and ethics committee permissions were obtained for the research. Data were collected from June 2015 to March 2016. Data were analyzed using the Cronbach Alpha Coefficient, frequency and percentage distribution, descriptive statistics, Pearson Product-Moment correlation analysis, Simple Linear Regression analysis, and t-test. Results: As a result of the evaluation of the research data, it was determined that nurses perceived injustice in "distribution justice," but their organizational revenge intentions were low. In addition, it was determined that there was a negative relationship between all dimensions of nurses' perception of organizational justice and organizational revenge intention, especially "interactional justice" and general organizational justice perception and organizational revenge intention. It was revealed that the interactional justice perceived by the nurses was effective on their organizational revenge intention by 2% and the general organizational justice perception by 1%. Conclusions: As a result of the research, it was revealed that the perception of organizational justice has a very low effect on the organizational revenge intention of nurses.

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In the corporate backstage, the taste of revenge: Misbehaviour and humor as form of resistence and subversion

Cited by 10 publications

References 57 publications

Retaliation against employees in the USA: an analysis in terms of organizational behavior

Retaliation against employees in the USA: an analysis in terms of organizational behavior

Humor Na Academia E Pesquisas Sobre Humor

The Organizational Revenge Intention in Nurses: Is the Organizational Justice Perception Effective?

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