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Jump to: navigation, search Workplace aggression is a specific type of aggression, which occurs in the workplace. Workplace aggression can include a wide range of behaviors, ranging from verbal acts (e.g., spreading rumors) to physical attacks (e.g., assault).
Contents
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1 Definition 2 Classification 3 Covert nature 4 Predictors (antecedents) o 4.1 Organizational (in)justice o 4.2 Supervision and surveillance o 4.3 Workplace changes o 4.4 Job-specific characteristics o 4.5 Time spent at work o 4.6 Gender o 4.7 Age o 4.8 Alcohol consumption 5 Outcomes o 5.1 Health and well-being o 5.2 Job satisfaction o 5.3 Gender differences in outcomes 6 Prevention o 6.1 Personnel selection o 6.2 Organizational sanctions o 6.3 Training 7 See also 8 References 9 Further reading
[edit] Definition
Aggression, in general, is considered to be any behavior that is carried out by an individual with the intent to cause harm to another person or group of people. The aggressor must believe that their behavior is harmful to their target(s), and that the target(s) will be motivated to avoid this behavior.[1] A defining feature of aggression is the intent or motivation to harm. In order for a
behavior to be considered an aggressive act, the individual committing the behavior must intend for there to be harm. In other words, if harm is inflicted on another without that specific intent, it is not considered aggression.[1] Aggression can occur in a variety of situations. One important domain to understand aggression is in the workplace. Workplace aggression is considered to be a specific type of counterproductive work behavior (CWB) and is defined as "any act of aggression, physical assault, threatening or coercive behavior that causes physical or emotional harm in a work setting."[2] Some researchers specify that workplace aggression only includes efforts to harm coworkers, former coworkers, current employers, or past employers.[3] Others include in workplace aggression any behaviors intended to harm another person that are enacted in a workplace.[4]
[edit] Classification
In order to delineate the range of behaviors that can be considered aggressive workplace behaviors, researchers have developed schemes of classification for workplace aggression. Neuman and Baron (1998) offer these three dimensions that encompass the range of workplace aggression: 1. Expressions of hostility behaviors that are primarily verbal or symbolic in nature. 2. Obstructionism behaviors intended to hinder an employee from performing their job or the organization from accomplishing its objectives. 3. Overt aggression violent acts. In an attempt to further break down the wide range of aggressive workplace behaviors, Baron and Neuman (1996) also classify workplace aggression based on these three dichotomies: 1. Verbalphysical 2. Directindirect 3. Activepassive[5] Aggressive acts can take any possible combination of these three dichotomies. For example, failing to deny false rumors about a coworker would be classified as verbalpassiveindirect. Purposely avoiding the presence of a coworker you know is searching for your assistance could be considered physicalpassivedirect. Other researchers offer a classification system based on the aggressor's relationship to the victim.[4] 1. Criminal intent (Type I) this type of aggression occurs when the aggressor has no relationship to the victim or organization. 2. Customer/client (Type II) the aggressor has a relationship with the organization and aggresses while they are being served as a customer.
3. Worker on worker (Type III) both the aggressor and the victim are employees in the same organization. Often, the aggressor is a subordinate, and the victim is a supervisor. 4. Personal relationship (Type IV) the aggressor has a relationship with an employee at an organization, but not the organization itself. This category includes victims who are assaulted by a domestic partner while at work.
Moreover, perceived procedural justice, the extent to which formal organizational procedures are assumed to be fair, is related to workplace aggression against supervisors. Greenberg and Barling found that the greater the perceptions of procedural justice, the less workplace aggression was reported.[10]
[edit] Gender
Gender has been shown to be a significant predictor of workplace aggression. For example, being male has been shown to be significantly related to reports of aggression against supervisors.[8] Furthermore, males are more likely to commit aggressive acts in the presence of other men.[13] This can be attributed to societal cultures that dictate "codes of honor." Females, on the other hand, are no more likely to act aggressively in either the presence of females or males.
[edit] Age
Age is significantly related to aggression. In their study of age and job performance, Ng and Feldman found that older workers (age 40 or older) engaged in less workplace aggression than younger workers.[14]
[edit] Outcomes
Like the array of behaviors considered to be workplace aggression, the consequences of workplace aggression are also extensive. For example, Ng and Feldman suggest that "acts of workplace aggression can cause bodily harm to employees, pose physical danger for customers, create public relations crises, and harm the business reputation of the firm as a whole."[14] The outcomes of workplace aggression addressed here include the health and well-being of targeted employees and job performance. Gender differences in outcomes are also addressed.
covert, did not matter for these outcomes.[13] The study attributes these findings to the idea of modern day masculinity, which stresses achievement and success in the workplace.
[edit] Prevention
Prevention programs focus on reducing instances of workplace aggression. Programs that incorporate personnel selection, organizational sanctions, and training are recommended.
[edit] Training
Training is also an important part of a prevention program. Neuman and Baron suggest that training for both supervisors and subordinates should focus on teaching employees methods for dealing with aggression.[3] Similarly, Rai advises that appropriate training should "inform employees that management will take threats seriously, encourage employees to report incidents, and demonstrate management's commitment to deal with reported incidents."[2]
Deviant behavior Harassment Occupational health psychology Passive-aggressive behavior Social undermining Workplace bullying Workplace conflict Workplace incivility
[edit] References
1. ^ a b Anderson, CA; Bushman, BJ (2002). "Human aggression". Annu Rev Psychol 53: 2751. doi:10.1146/annurev.psych.53.100901.135231. PMID 11752478. 2. ^ a b Rai, S. (2002). "Preventing workplace aggression and violenceA role for occupational therapy". Journal of Prevention, Assessment, and Rehabilitation 18 (1522): 15. PMID 12441587. 3. ^ a b c d Neuman, J.H.; Baron, R.A. (1998). "Workplace violence and workplace aggression: Evidence concerning specific forms, potential causes, and preferred targets". Journal of Management 24 (3): 391419. doi:10.1177/014920639802400305. 4. ^ a b Peek-Asa, C.; Runyan, C.W.; Zwerling, C. (2001). "The role of surveillance and evaluation research in the reduction of violence against workers". American Journal of Preventive Medicine 20 (2): 141148. doi:10.1016/S0749-3797(00)00290-7. PMID 11165457. 5. ^ a b c d e Baron, R.A.; Neuman, J.H. (1996). "Workplace violence and workplace aggression: Evidence of their relative frequency and potential causes". Aggressive Behavior 22: 161173. doi:10.1002/(SICI)1098-2337(1996)22:3<161::AID-AB1>3.0.CO;2-Q. 6. ^ a b Bjorkqvist, K.; Osterman, K.; Hjelt-Back, M. (1994). "Aggression among university employees". Aggressive Behavior 20: 173184. doi:10.1002/1098-2337(1994)20:3<173::AIDAB2480200304>3.0.CO;2-D. 7. ^ Bjorkqvist, K.; Osterman, K.; Lagerspetz, K. J. (1994). "Sex different in covert aggression among adults". Aggressive Behavior 20: 2733. doi:10.1002/1098-2337(1994)20:1<27::AIDAB2480200105>3.0.CO;2-Q. 8. ^ a b c d Dupre, K.E.; Barling, J. (2006). "Predicting and preventing supervisory workplace aggression". Journal of Occupational Health Psychology 11 (1): 1326. doi:10.1037/10768998.11.1.13. PMID 16551171. 9. ^ Inness, M.; Barling, J.; Turner, N. (2005). "Understanding Supervisor-targeted aggression: A within-person, between-jobs design". Journal of Applied Psychology 90 (4): 731739. doi:10.1037/0021-9010.90.4.731. PMID 16060789. 10. ^ a b c Greenberg, L.; Barling, J. (1999). "Predicting employee aggression against coworkers, subordinates and supervisors: The roles of person behaviors and perceived workplace factors". Journal of Organizational Behavior 20: 897913. doi:10.1002/(SICI)10991379(199911)20:6<897::AID-JOB975>3.0.CO;2-Z. 11. ^ LeBlanc, M.M.; Kelloway, E.K. (2002). "Predictors and outcomes of workplace violence and aggression". Journal of Applied Psychology 87 (3): 444453. doi:10.1037/0021-9010.87.3.444. PMID 12090602. 12. ^ Harvey, S.; Keashly, L. (2003). "Predicting the risk for aggression in the workplace: Risk factors, self-esteem, and time at work". Social Behavior and Personality 31: 807814. doi:10.2224/sbp.2003.31.8.807. 13. ^ a b Kaukiainen, A.; Salmivalli, C.; Bjorkqvist, K.; Osterman, K.; Lahtinen, A.; Kostomo, A.; Lagerspetz, K. (2001). "Overt and covert aggression in work settings in relation to the subjective well-being of employees". Aggressive Behavior 27: 360371. doi:10.1002/ab.1021. 14. ^ a b Ng, T.W.H.; Feldman, D.C. (2008). "The relationship of age to ten dimensions of job performance". Journal of Applied Psychology 93 (2): 392423. doi:10.1037/0021-9010.93.2.392. PMID 18361640. 15. ^ "China coal worker kills 11 in drunken rampage with tractor". The Hindu. August 2, 2010. http://www.thehindu.com/news/international/article548063.ece. Retrieved August 2, 2010. 16. ^ Driscoll, R.; Worthington, K.; Hurrell, J.J. (1995). "Workplace assault: An emerging job stressor". Consult Psychological Practical Research 47: 205211. doi:10.1037/10614087.47.4.205. 17. ^ Lapierre, L.M.; Spector, P.E.; Leck, J.D. (2005). "Sexual versus nonsexual workplace aggression and victims' overall job satisfaction: A meta-analysis". Journal of Occupational Health Psychology 10 (2): 155169. doi:10.1037/1076-8998.10.2.155. PMID 15826225.
18. ^ Tepper, B.J. (2000). "Consequences of abusive supervision". Academy of Management Journal 43 (2): 178190. doi:10.2307/1556375.
Douglas, S.C.; Martinko, M.J. (2001). "Exploring the role of individual differences in the prediction of workplace aggression" (PDF). Journal of Applied Psychology 86 (4): 547 559. doi:10.1037/0021-9010.86.4.547. PMID 11519640. http://faculty.buffalostate.edu/hennesda/workplace%20aggression%20-%20douglas.pdf. LeBlanc, M.M.; Barling, J. (2004). "Workplace aggression". Current Directions in Psychological Science 13: 912. doi:10.1111/j.0963-7214.2004.01301003.x. Hurrell, Joseph J.; Kelloway, E. Kevin; Barling, Julian (2006). Handbook of workplace violence. Thousand Oaks, CA: Sage. ISBN 0-7619-3062-0. [hide]
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