Creating the Boiler Room Environment

Goodboy, Alan K.; Martin, Matthew M.; Knight, Jennifer M.; Long, Zachary T.

doi:10.1177/0093650215614365

Cited by 49 publications

(24 citation statements)

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“…Indeed, there are many evidences that show how workload, the lack of job control and the lack of support are effective predictors for bullying [10,11,31]. The JDCS model could therefore be used as an etiological explanation for environments that encourage violence [56]. To protect the health of the worker it is essential to control the types of behaviour exhibited in the workplace, avoiding an escalation of conflicts that would damage workers and productivity.…”

Section: Discussionmentioning

confidence: 99%

“…What is needed to address the issue of blue-collar workers is a shift in perspective. A supervisor who promotes an atmosphere of support and who is able to guarantee an adequate level of autonomy will create an environment that disincentives the display of negative behaviours [56].…”

Section: Discussionmentioning

confidence: 99%

“…Employees in ‘very low job control’ situations were almost four-times more likely to be bullied. In a recent study, Goodboy et al [56] analysed bullying using the JDCS model and the results showed that job demands, job control and social support were useful predictors for bullying reports. The buffer hypothesis was also confirmed since the analyses showed a three-way interaction.…”

Section: Introductionmentioning

confidence: 99%

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The JDCS Model and Blue-Collar Bullying: Decent Working Conditions for a Healthy Environment

Finstad¹,

Ariza-Montes

Giorgi

et al. 2019

IJERPH

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Violence in the workplace and its health consequences still represent one of the main obstacles to obtaining decent working conditions. In particular, blue-collar workers run a greater risk of experiencing episodes of violence, also because of a lack of autonomy and fewer social interactions. According to the work environment hypothesis, factors such as high workload, lack of social support and lack of job control represent the antecedents of workplace bullying. Following the job demand-control-support model (JDCS), violence can be the symptom of a high-strain environment. Moreover, it is still unclear if workplace bullying can mediate the effects of work-related stress on workers’ health outcomes. The aim of the present study is to analyse the relationship between the components of the JDCS and the health of the workers considering workplace bullying as a mediating variable. By a cross sectional study design, we tested the following theoretical hypotheses: first, JDCS components (conceptualized as stress) are supposed to significantly predict the level of workers’ health. Second, workplace bullying is supposed to mediate the relationship between the JDCS components and the level of health. The sample consists of 400 blue-collars from three different Italian companies. Work-related stress, health outcomes and workplace bullying were measured by specific self-administered questionnaires and the relationships between the variables of interest were tested through a structural equation model (SEM) analysis. The results showed that while the direct relationship between the components of the JDCS and the level of psychological health is weaker (standardized path coefficients SPC = 0.21), the partial mediation hypothesis shows that workplace bullying mediate the relationship between JDCS components and health outcomes (χ2/df ratio = 2.70; path from stress to workplace bullying SPC = 0.78; path from workplace bullying to general health SPC = 0.51; p = 0.01). The JDCS components (workload, lack of control, lack of support) are useful predictors for workplace bullying. On the other hand, bullying plays a mediating role between the stress experienced and the health consequences. The present study adds new insights into the relationship between violence seen as a form of social behavioural strain and the psychological health of workers. The theoretical and practical implications are discussed. Future research on blue-collars could use longitudinal designs in order to analyse the relationship between social environment, job design and strain reactions.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The JDCS Model and Blue-Collar Bullying: Decent Working Conditions for a Healthy Environment

Finstad¹,

Ariza-Montes

Giorgi

et al. 2019

IJERPH

View full text Add to dashboard Cite

show abstract

“…Warszewska-Makuch et al (2015) showed that the negative relationship between authentic leadership and workplace bullying was moderated by supervisor support. Finally, an American study (Goodboy et al 2017) used JDCS (Karasek and Theorell 1990) as the framework for a moderated moderation analysis of workplace bullying and found a three-way interaction between demand, control and support, which implies that empowering and supportive supervisors could boost employees' influence and control over a demanding work situation and thus also lower the risk of workplace bullying. Support from one's supervisor seems to have a positive effect on workplace bullying and its consequences.…”

Section: Introductionmentioning

confidence: 99%

Exposure to bullying behaviours and support from co-workers and supervisors: a three-way interaction and the effect on health and well-being

Blomberg

Rosander

2019

Int Arch Occup Environ Health

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Purpose Workplace bullying can be very stressful and it has detrimental effects on health and well-being which makes it an important area of study. Social support has traditionally been seen as important in moderating work-related stress. It was hypothesised that the negative association between exposure to bullying behaviours, and health and well-being is moderated by (a) perceived support from close co-workers and (b) perceived supportive leadership. In the study, we also investigated a three-way interaction between exposure to bullying behaviours, perceived support from close co-workers and perceived supportive leadership. This association has not been studied before and add new knowledge to the research field. Methods We used a moderated moderation analysis of workplace bullying, co-worker support and supervisor support using cross-sectional data from a work environment survey with 1383 respondents (75% response rate). Results The moderated moderation analysis confirmed the moderating effect of perceived co-worker support but not the moderating effect of perceived supervisor support. There was a three-way interaction, but not in the case of the lowest 12.6% of perceived supervisor support scores. Conclusions These results indicate that the negative effect of workplace bullying on health and well-being is weaker if victims perceive that they have co-worker support, but this protective effect seems to be conditional on the perceived level of supervisor support. In other words, lack of supportive leadership may block the beneficial effect of perceived co-worker support.

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“…Despite the negative effects of bullying, research does indicate that positive leadership in the organization can mitigate the behavior. Goodboy, Martin, Knight, and Long (2017) found that supervisors who allow workers some control over task completion, seek ways to reduce work strain, and provide appropriate levels of work-related support can reduce perceptions of workplace bullying. Given the significant interpersonal and organizational outcomes associated with workplace bullying, this research seeks to explore the variations in leadership styles that may support or inhibit the development of bullying behaviors in the workplace.…”

Section: Introductionmentioning

confidence: 99%

No Laughing Matter: Workplace Bullying, Humor Orientation, and Leadership Styles

Mills

Keller

Chilcutt

et al. 2018

Workplace Health Saf

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Workplace bullying is associated with a host of negative outcomes for the worker who is the target of bullying, as well as for the organization where the bullying occurs. Moreover, we know that rates of bullying are particularly high in health care settings; however, we are less familiar with the factors that may reduce workplace bullying in hospitals. Thus, this study was conducted to determine whether the humor orientation styles of individuals, including nurses working in hospitals, as well as their managers’ leadership styles, can influence perceptions of bullying in the workplace. Using data from 459 workers employed in a large hospital in the Southern United States, we examined associations between the Multidimensional Sense of Humor Scale, which has four dimensions, as well as the Multifactor Leadership Questionnaire, with three leadership substyles, and their associations with the risk of being bullied. We observed that one of the four humor subscales, Humor Appreciation, did affect perceptions of bullying in the workplace. The other three, Humor Recognition, Humor Production, and Humor for Coping, did not. However, the leadership styles of managers did affect reports of negative acts. In fact, transformational leadership was associated with 22% of the variance in reports of decreased bullying activity. This work is consistent with previous work on the importance of leadership styles for creating positive work environments, particularly in hospital settings. Given these findings, we offer suggestions for leaders to further improve nursing communication.

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Creating the Boiler Room Environment

Cited by 49 publications

References 50 publications

The JDCS Model and Blue-Collar Bullying: Decent Working Conditions for a Healthy Environment

The JDCS Model and Blue-Collar Bullying: Decent Working Conditions for a Healthy Environment

Exposure to bullying behaviours and support from co-workers and supervisors: a three-way interaction and the effect on health and well-being

No Laughing Matter: Workplace Bullying, Humor Orientation, and Leadership Styles

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