Ads
related to: coercive behaviour in the workplace research paper template
Search results
Results From The WOW.Com Content Network
Research has shown that "abusive supervision is a subjective assessment made by subordinates regarding their supervisors" behavior towards them over a period of time. [11] For example, abusive supervision includes a "boss demeaning, belittling, or invading privacy of the subordinate".
Workplace aggression is a specific type of aggression which occurs in the workplace. [1] [2] Workplace aggression is any type of hostile behavior that occurs in the workplace. [3] [1] [4] It can range from verbal insults and threats to physical violence, and it can occur between coworkers, supervisors, and subordinates.
Workplace harassment is belittling or threatening behavior directed at an individual worker or a group of workers. [1] Workplace harassment has gained interest among practitioners and researchers as it is becoming one of the most sensitive areas of effective workplace management.
A summary of research conducted in Europe suggests that workplace incivility is common there. [2] In research on more than 1000 U.S. civil service workers, Cortina, Magley, Williams, and Langhout (2001) found that more than 70% of the sample experienced workplace incivility in the past five years. [2]
Political authors such as John Rawls, Thomas Nagel, and Ronald Dworkin contend whether governments are inherently coercive. [5]: 28 In 1919, Max Weber (1864–1920), building on the view of Ihering (1818–1892), [6] defined a state as "a human community that (successfully) claims a monopoly on the legitimate use of physical force".
Research has shown that social undermining exists in a separate and distinct continuum when looking at positive workplace behavior (e.g. social support). [ citation needed ] Social undermining can arise through interactions with co-workers and supervisors; these interactions have an effect on the workers that are being undermined and can affect ...
Research indicates that procedural justice (combined with interactional justice) is beneficial in reducing workplace-deviant behavior. Employees who are consulted (and given an opportunity to be involved in the decision-making processes at their organization) are less likely to act out, since their voices are valued.
Boddy, C. R (2013) Corporate Psychopaths, Bullying and Unfair Supervision in the Workplace Aggression and Violent Behavior Volume 18, Issue 2, March–April, Pages 204–218; Boddy, C. R (2014) Corporate psychopaths, conflict, employee affective well-being and counterproductive work behaviour Journal of Business Ethics