Cognitions, Emotions, and Evaluations: An Elaboration Likelihood Model for Workplace Aggression

“Incivility, social undermining, bullying…oh my!”: A call to reconcile constructs within workplace aggression research

“…Prior studies (e.g., Bowling & Beehr, 2006;Douglas, Kiewitz, Martinko, Harvey, Kim, & Chun, 2008) have more comprehensively addressed the content of workplace aggression models. My aim here is to address the structure of the model by demonstrating that one way to address construct confusion in this field is to remove the overlapping definitional features of different forms of aggression, and instead consider these as contingencies that help explain when, why, and how workplace aggression will affect outcomes and coping strategies.…”

Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders

“…However, the frequency with which such behavior occurs should play a significant role in establishing a manager's attitude, or evaluative judgment (Eagly & Chaiken, 1993), of an employee over time, and the strength of this attitude should influence affective reactions. According to one elaboration likelihood model focused particularly on the processes underlying workplace aggression (Douglas et al, 2008), triggering events, such as employee behavior that puts them at risk of being perceived as high maintenance, lead to different sequences of cognitive, altitudinal, and affective information processing. The cognitive appraisal processes we have discussed previously fall under the umbrella of cognition-initiating processing, whereby triggering events elicit attributions or appraisals that further influence emotions and subsequent attitudes.…”

“…One way in which a strong negative attitude toward a target is formed is through repeated exposure to negative trigger events that are perceived as being caused by that target (Douglas et al, 2008). Attitudes serve a knowledge function, reducing the need for effortful processing each time a similar event occurs (Petty, 1995).…”

“…Moreover, supervisors' unfavorable attitudes toward subordinates are particularly problematic. Once strong negative attitudes are formed, they can be difficult to reverse (Krosnick & Petty, 1995), as further interactions with unfavorably perceived employees will be viewed through a harsh lens (Douglas et al, 2008).…”

Workplace Harassment Intensity and Revenge: Mediation and Moderation Effects

“…Models and theories of workplace harassment generally view it as an evolving process rather than as an either/or phenomenon (e.g., Andersson and Pearson 1999;Bowling and Beehr 2006;Douglas et al 2008;Nielsen and Einarsen 2012). It is assumed that both emotional and cognitive processes can shape the dynamics of workplace harassment and that differential processing (i.e., cognition-, attitude-, and affect-initiated processing) is possible while considering a host of individual, situational, organizational, and environmental characteristics (Douglas et al 2008).…”