Friend or foe? The impact of high‐performance work practices on workplace bullying

Salin, Denise; Notelaers, Guy

doi:10.1111/1748-8583.12281

Cited by 21 publications

(21 citation statements)

References 51 publications

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“…At the same time, this is the answer to the research question RQ: where there are statistically significant effects of financial performance items (and financial performance dimension) on the workplace bullying dimensions and self-labelling (mistreatment) item, these effects are negative. This puts this research on the side of the study (Salin, Notelaers, 2020), which shows that high work performance reduces workplace bullying.…”

Section: Discussion Of the Results Of Correlation Analysismentioning

confidence: 93%

“…In other words, the question arises: does the success of the organization and its good financial results increase the pressure on employees, competition among colleagues, and thus create conditions for more explicit workplace bullying, or does it actually happen when the success of the organization is low, so there are fears of losing jobs, salary cuts, etc.? A similar dilemma arises in the recent work (Salin & Notelaers, 2020), where the direction of the impact of high-performance work practices (HPWPs) on workplace bullying is examined. The results showed that HPWPs reduced the risk of workplace bullying.…”

Section: Introductionmentioning

confidence: 95%

“…This is a challenge for research in which HPWPs are described as a factor for S a n j a S t a n k o v , J a s m i n a P o š t i n , M a r k o K o n j i k u š i ć , A l e k s a n d r a J a g o d i ć R u s i ć , D a l i b o r k a M i ć i ć stress and burnout (Kroon et al, 2009;Ogbonnaya & Messersmith, 2019;Zhang et al, 2013), and also as a factor for abuse and workplace bullying (Ashkanasy et al, 2016;Lewis & Rayner, 2003;Salin & Hoel, 2011;Samnani & Singh, 2014). Salin and Notelaers (2020) conclude that "a more nuanced discussion" on this topic is necessary. In that sense, this paper can be accepted as a contribution to this discussion, which is, practically, just open.…”

Section: Introductionmentioning

confidence: 99%

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The impact of financial performance on workplace bullying and mistreatment in Serbian organizations

Stankov

Poštin

Konjikušić

et al. 2020

Anali Ekon fak Subotica

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This paper presents the results of research into the impact of organizational financial performance items (and financial performance dimension) on workplace bullying and mistreatment. The research was conducted in organizations in Serbia, and the respondents were employees in these organizations. A total of 536 questionnaires were collected, which were valid for further analysis. The results showed that most of the observed financial performance items did not have a statistically significant impact on workplace bullying in organizations. However, the item Salaries; statistically significantly, strongly and negatively affects all observed workplace bullying dimensions and self-labelling (mistreatment) items. Thus, low employee salaries provide fertile ground for the development of workplace bullying. Conversely, with an increase in employee salaries, there is a decrease in all aspects of workplace bullying. The paper gives explanations for these phenomena. It is important for leaders and managers in business organizations to know the processes and relationships researched here. Special care should be taken in conditions of unfavourable organizational financial performance, and especially low salaries of employees.

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Section: Discussion Of the Results Of Correlation Analysismentioning

confidence: 93%

Section: Introductionmentioning

confidence: 95%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The impact of financial performance on workplace bullying and mistreatment in Serbian organizations

Stankov

Poštin

Konjikušić

et al. 2020

Anali Ekon fak Subotica

View full text Add to dashboard Cite

show abstract

“…Furthermore, previous evidence indicates that these individual demands are important antecedents of workplace bullying. Employees faced with high work pressure are more likely to experience bullying (Baillien, De Cuyper, & De Witte, 2011; Balducci et al, 2011; Goodboy et al, 2017; Hauge et al, 2007), due to an increase in interpersonal frictions and little time left for constructive conflict management (Salin & Notelaers, 2020b). Moreover, bullying seems to thrive when employees experience subjective job insecurity (Baillien & De Witte, 2009; De Cuyper et al, 2009; Notelaers et al, 2010; Park & Ono, 2017), probably as feeling insecure depletes individuals’ resources making them an easy target of interpersonal attacks (Baillien, Rodriguez-Muñoz, et al, 2011; Baillien & De Witte, 2009).…”

Section: Workplace Bullyingmentioning

confidence: 99%

Putting workplace bullying in context: The role of high-involvement work practices in the relationship between job demands, job resources, and bullying exposure.

Vranješ¹,

Notelaers²,

Salin³

2022

Journal of Occupational Health Psychology

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Previous research has demonstrated the crucial association between employee stressors and workplace bullying. In this article, we argue that a nurturing organizational context will protect employees from exposure to workplace bullying and will interact with individual demands and resources known to have effect on exposure to bullying in the workplace. In specific, we look at high-involvement work practices (HIWPs)-which include participation, information-sharing, competence development, and rewards. Multilevel analyses on the data from 28,923 Belgian employees from 144 organizations show that organization-level HIWPs are negatively associated with bullying exposure. Moreover, HIWPs interact with individually experienced job demands and resources, by decreasing the association between employee work pressure and bullying and by somewhat compensating for the lack of experienced social support from colleagues at work. HIWPs did not moderate the relationship between employee job insecurity and bullying and social support from the supervisor and bullying. These findings highlight the important role HIWPs can play in protecting employees from workplace bullying, while also suggesting the difficulty of compensating for certain individual risk factors.

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“…It is stated that violence in the workplace also increases the factors such as bullying, workplace harassment, and emotional abuse [30]. The work in [31] examines the correlation between workplace bullying and high-performance work practices (HPWPs). They also suggest a few possible solutions.…”

Section: Bullying and Work Harassmentmentioning

confidence: 99%

Identifying factors for employee retention using computational techniques: an approach to assist the decision-making process

Halim

María²,

Waqas

et al. 2020

SN Appl. Sci.

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In the today's competitive environment, employee retention is a challenge faced by many industries. This work aims to identify the factors that influence employee retention. This is done using employees' feedback and various computational techniques. A survey is conducted within multiple sectors to collect data. The questionnaire is divided into two parts: the first part includes demographic information, whereas the second part contains questions pertaining to employees' job description and their satisfaction. The questions on the second portion are based on theories like Herzberg's duality theory, expectancy theory, social cognitive theory, and sociocultural theory. These theories are further linked with factors like motivation, recognition and reward, bullying and work harassment. Later, the frequent items mining technique from the domain of data mining is utilized to identify the frequent factors from an employee perspective toward better retention rates. A test is also conducted to ensure the reliability of the data. The obtained results indicate it to be 87% reliable. A comparison between two frequent items mining methods indicates four times quicker performance of the k Direct Count and Intersect (kDCI) method in identifying key retention aspects from the data. A tool is utilized for analysis of variance (ANOVA) and exploratory factor analysis (EFA) tests to find factors crucial for retaining employees. The result identifies that work environment, reward and recognition, work performance, supervisory support, and income have high impact on employee retention.

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Friend or foe? The impact of high‐performance work practices on workplace bullying

Cited by 21 publications

References 51 publications

The impact of financial performance on workplace bullying and mistreatment in Serbian organizations

The impact of financial performance on workplace bullying and mistreatment in Serbian organizations

Putting workplace bullying in context: The role of high-involvement work practices in the relationship between job demands, job resources, and bullying exposure.

Identifying factors for employee retention using computational techniques: an approach to assist the decision-making process

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