Elfi Baillien

Job autonomy and workload as antecedents of workplace bullying: A two‐wave test of Karasek's Job Demand Control Model for targets and perpetrators

The current study aims to test the hypotheses that are central to Karaseks Job Demand Control Model in relation to workplace bullying. Particular contributions are, first, the focus upon both targets and perpetrators of workplace bullying, and second, the two-wave design with a 6-month time lag. We assume that (a) workload at Time I associates positively with being a target/perpetrator at Time 2, (b) job autonomy at Time 1 associates negatively with being a target/perpetrator at Time 2, and (c) the positive relationship between workload at Time 1 and being a target/perpetrator at Time 2 is stronger under the condition of low (vs. high) job autonomy at Time 1 (i.e., interaction between workload and job autonomy). Moderated hierarchical regression analyses (N = 320) revealed lagged main effects for being a target, and interaction effects for being a perpetrator. In particular, Time 1 workload was positively and Time 1 job autonomy negatively associated with being a target at Time 2. Job autonomy at Time I reduced the positive relationship between workload at Time 1 and being a perpetrator at Time 2. Overall, our results suggest that high strain jobs relate to both being a target and to being perpetrator of workplace bullying, yet through different processes: main effects and interactions, respectively.

Job insecurity, perceived employability, and targets’ and perpetrators’ experiences of workplace bullying

Abstract We aimed to investigate (1) the association between job insecurity and workplace bullying from the perspective of both targets and perpetrators and (2) perceived employability as a moderator of these relationships. We argue that job insecurity is associated with social or interpersonal strain as in the case of workplace bullying. Furthermore, workers who feel that they have alternative opportunities for employment may find it easier to cope with insecurity. Stated differently, we aimed to investigate whether the relationship between job insecurity and workplace bullying depended on the level of perceived employability. Hypotheses were tested among 693 workers who participated in a survey on the quality of working life. They were employed at establishments of two Belgian organizations from the textile industry (N=189) and financial services (N=505). We found that that job insecurity was associated with targets and perpetrators reports of workplace bullying. The interaction between job insecurity and perceived employability did not contribute to targets reports of workplace bullying. However, it was related to perpetrators reports of workplace bullying. Interestingly, the relationship between job insecurity and workplace bullying was stronger under the condition of high versus low employability. This hints at the idea that there could be a “dark side” to employability.

Why is Organizational Change Related to Workplace Bullying? Role Conflict and Job Insecurity as Mediators

Although organizational change has often been cited as an important cause of workplace bullying, only few studies have investigated this relationship. The current article aims to address this issue by exploring a direct as well as indirect relationship (i.e. mediation by various job and team-related stressors) between organizational change and bullying. Data were collected in 10 private organizations in the Dutch-speaking part of Belgium (N = 1260). Results show a significant relationship between organizational change and bullying. Role conflict, job insecurity, workload, role ambiguity, frequency of conflict, social support from colleagues and social leadership are all related to bullying. Regression analyses reveal a relationship between change and role conflict as well as job insecurity. The other stressors were not associated with organizational change and, hence, do not mediate. Finally, regression analysis shows that the relationship between organizational change and bullying is fully mediated by role conflict and job insecurity.

Cross-lagged relationships between workplace bullying, job satisfaction and engagement: two longitudinal studies.

Abstract Workplace bullying has been defined as a stressor that has negative consequences. However, the direction of the bullying–well-being relationship has been largely based on cross-sectional findings, which does not permit conclusions in terms of causality. The purpose of this research was to investigate the cross-lagged relationships between bullying and job-related well-being. We hypothesized that Time 1 bullying predicted Time 2 job-related well-being over time (normal causation model). In addition, we compared alternative models (baseline or stability, reversed, and reciprocal models). Our hypothesis was examined in two longitudinal studies with full two-wave panel designs in Belgian employees. In Study 1 (N=312), the time lag was six months, and in Study 2 (N=369), the time lag was two years. Results of structural equation modelling (SEM) analyses partially supported our hypothesis. Specifically, it was found that Time 1 bullying predicted Time 2 dedication in Study 1, and Time 2 job satisfaction in Study 2. There was no significant cross-lagged effect of job-related well-being on bullying at work. Overall, these findings suggest that bullying can be considered as a cause, rather than aconsequence of job-related well-being.

The role of organizational communication and participation in reducing job insecurity and its negative association with work-related well-being

The aim of the present study was to investigate how organizational communication and participation influence job insecurity and its relationship with poor work-related well-being. The results of a cross-sectional study of 3881 employees from 20 organizations in Flanders and Brussels (Belgium) showed that organizational communication and participation were negatively related to job insecurity. Furthermore, with one exception, the interaction terms between job insecurity and either organizational communication or participation did not contribute in explaining variance in the outcome variables (i.e. work engagement and need for recovery).

The Demand–Control model and target's reports of bullying at work: A test within Spanish and Belgian blue-collar workers

The present study explores whether Karaseks Job Demand–Control (JDC) models strain hypothesis can be applied to targets reports of bullying at work in matched samples of Spanish and Belgian blue-collar workers. In the Spanish sample, results reveal a positive main effect of workload and a negative main effect of autonomy. The relationship between workload and bullying is particularly strong under the condition of low autonomy (i.e., interaction), in line with Karaseks strain hypothesis. In the Belgian sample, results show a positive main effect of workload and a significant workload–autonomy interaction effect in accordance with the strain hypothesis. In sum, high strain jobs associate with targets reports of bullying in both the Spanish and Belgian sample. Karaseks JDC model may accordingly be extended to targets reports of bullying as a form of social behavioural strain. These findings furthermore enhance research in the realm of bullying at work by introducing a well-established theoretical framework to account for the relationship between workload, autonomy, and targets reports of bullying.

Perceived Control and Psychological Contract Breach as Explanations of the Relationships Between Job Insecurity, Job Strain and Coping Reactions: Towards a Theoretical Integration

This study aims to further knowledge on the mechanisms through which job insecurity is related to negative outcomes. Based on appraisal theory, two explanations-perceived control and psychological contract breach-were theoretically integrated in a comprehensive model and simultaneously examined as mediators of the job insecurity-outcome relationship. Different categories of outcomes were considered, namely work-related (i.e.u2009vigour and need for recovery) and general strain (i.e.u2009mental and physical health complaints), as well as psychological (i.e.u2009job satisfaction and organizational commitment) and behavioural coping reactions (i.e.u2009self-rated performance and innovative work behaviour). The hypotheses were tested using data of a heterogeneous sample of 2413 Flemish employees by means of both single and multiple mediator structural equation modelling analyses (bootstrapping method). Particularly, psychological contract breach accounted for the relationship between job insecurity and strain. Both perceived control and psychological contract breach mediated the relationships between job insecurity and psychological coping reactions, although the indirect effects were larger for psychological contract breach. Finally, perceived control was more important than psychological contract breach in mediating the relationships between job insecurity and behavioural coping reactions. This study meets previous calls for a theoretical integration regarding mediators of the job insecurity-outcome relationship.

Testing the strain hypothesis of the Demand Control Model to explain severe bullying at work

Workplace bullying has often been attributed to work-related stress, and has been linked to the Job Demand Control Model. The current study aims to further these studies by testing the model for bullying in a heterogeneous sample and by using latent class (LC)-analyses to define different demands and control groups and targets of severe bullying. High job demands were associated with a higher probability of being a target of severe bullying, which was particularly true for the very high job demands group. Low job control was also associated with a higher probability of being a target of severe bullying. Moreover, high job control buffered the negative effects of job demands on being a target of severe bullying, particularly when employees reported very little job control and high/very high job demands. Overall, the JDC-Model was supported, suggesting that being a target of severe bullying can be considered as a social behavioural strain.

The mitigating role of leader‒member exchange when perceiving psychological contract violation: a diary survey study among volunteers

Several scholars in the field of volunteering emphasized the pivotal role of psychological contract (PC) violation in explaining maladaptive behavioural reactions—such as counterproductive work behaviour (CWB)—of volunteers. Reactions to violation feelings are, however, interrelated and may intensify over time. Extending this dynamic perspective, we introduce momentary leader–member exchange (LMX) as a buffering social resource in the relationship between violation feelings and (1) CWB and (2) the likelihood to perceive a PC breach. Using weekly diary survey data from 247 volunteers (827 observations), we conducted a moderated multilevel zero-inflated Poisson regression analysis. As hypothesized, experiencing feelings of violation during one week related positively to CWB towards the organization (CWB-O), but not to CWB towards individuals (CWB-I) during the next week. Moreover, experiencing violation feelings during one week increased the likelihood to perceive a PC breach during the subsequent week. Finally, experiencing a high-quality LMX relationship effectively mitigated the positive relationship between violation feelings during one week and (1) CWB-O, and (2) the likelihood to perceive a PC breach during the next week. Our study highlights momentary LMX as an effective redressing mechanism in the relationship between violation feelings and undesirable employee outcomes.

Perception of organization's value support and perceived employability: insights from self-determination theory

Perceived employability (PE; i.e. the workers perception about available job opportunities) is portrayed as the upcoming resource for workers and organizations. However, organizations might particularly want to stimulate perceptions of job opportunities on the internal labor market (i.e. internal PE). In contrast, they may be hesitant in stimulating perceptions of job opportunities on the external labor market (i.e. external PE), as this might foster workers voluntary turnover. The contextual influences adding to these different types of PE are relatively unknown. Building upon self-determination theory, we argue that the organizations support of intrinsic (e.g. personal growth) and extrinsic (e.g. status) values may play a critical role. In line with expectations, the results reveal a positive association of the perceived organizations support of intrinsic work values and a negative association of the perceived extrinsic value support with internal PE, both in terms of a similar job (i.e. internal lateral PE) and a better job (i.e. internal upward PE). Unexpectedly, perceived organizations support of extrinsic values did not relate negatively to external PE. These results show that employers can invest in the workers employability without disadvantaging the organization. To arrive at a flexible workforce, the support of intrinsic values is of key importance.