Leadership Styles, Employee Turnover Intentions And Counterproductive Work Behaviors Essay

Bullying is found in the workplace as well. Types of workplace bullying can include: threat to professional status, threat to personal standing, isolation, overwork, and destabilisation. Questionnaires were sent to 1,580 National Health Service community trust employees and 1,100 completed surveys were recorded. Out of these, 294 employees (27%) reported being destabilised and 255 (23%) reported being isolated in the workplace (Quine 230). Destabilisation in the workplace often entails giving an employee meaningless tasks or not giving them the credit for what they have done. Withholding training or special opportunities away from an employee are types of isolationism. While being destabilised and isolated are both passive acts, they are forms of bullying. Even though bullying is considered a childish act, it occurs in adulthood, and that is

Bullying and harassment within the workplace can be attributed to a myriad of factors. The work

WORKPLACE BULLY Bullying is repeated irrational behaviour that could reasonably be known to be humiliating, intimidating, terrifying or belittling to a person, or group of persons, which creates a risk to health and safety. Repeated refers to the ongoing nature of the behaviour and can refer to a range of different types of behaviour over time, It does not refer to the specific type of behaviour, which may vary. Bullying may comprise a blend of behaviours. Bullying and harassment at work may be defined as repeated behavior, actions and practices directed at one or more workers, which may be carried out intentionally or unconsciously, but which are unwanted targets causing humiliation, offence, and anguish, and which may interfere with job performance and causing an unpleasant working environment.

The article provide five table illustrations. Table one is about the demographic characteristic of the targets of the workplace bullies. The table displays the characteristics of social workers ranging by age, gender, and demographic. Table two is about organizational settings and roles of targets. The table displayed supervisors, colleagues, subordinates, and clients were all identified as bullies. It showed that women were more than twice as likely (67%) to be identified as bullies as were men (33%). Table three is about the most troubling bullying behaviors. It showed that verbally and covertly hostile actions were the most troubling bullying behaviors in the workplace. In addition, being treated with disrespect and having work de-valued as the hardest aspects of being bullied at the workplace. Table four was the summary characteristics of bullies. The study showed the characteristic were either passive or assertive by the Coping Scale. The passive behavior had a ranging score of 24 and assertive was of 60. The median and mean scores were 42.5, and a multiple modal score. Table five was the classification of responses to coping scale as passive or assertive

Bullying which is the intentional act to inflict harm, threaten or abuse of others, can range in many ways. Kathryn Hawkins on the article the Office Bully, outlines various issues of this concept. Kathryn states that sometimes people become overconfidence that they left bullies in their past lives maybe high school, but later found out the bullies have ultimately become their bosses. Secondly, bullying may occur when bullies wants to dominate and gain back their powers if they feel endangered. So they tend to overcome their fear by threatening others. Also Kathryn articulates that even the conditions of the workplace can cause bullies to abuse their targets and workplace bully can be difficult to deal with. Although Kathryn has suggested some solutions about these issues, the claim presented does not put up with the issues, rather an encouragement.

M., Hogh, A., & Persson, R. (2011). Frequency of bullying at work, physiological response, and mental health. Journal of psychosomatic research, 70(1), 19-27. doi:10.1016/j.jpsychores.2010.05.010

Onorato, M. (2013). An Empirical Study of Unethical Leadership and Workplace Bullying in Industry Segments. Sam Advance Management, 78(2), 4-16

Most of us have experienced some form of bad behavior that was directed at us. We can all relate to young children being bullied in school and on playgrounds as it brings back memories of our own experiences with unsavory characters. Unfortunately, experiences of incivility cannot be relegated to childhood, because as employees many are faced with a work environment that impedes success and job satisfaction, due to inappropriate and uncivil behavior by peers and supervisors.

Workplace bullying is something that seems to be an issue these days. Workplace bullying is inevitable, but does not mean that it is an ignored behavior or neglected to handled (Randle, Stevenson, Grayling, & Walker, (2007). As an organization, creating the definition of workplace bullying is ideal. As a manager, workplace bullying can affect patient care so creating a resolution to this problem is a must. The manager needs to create an action plan to correct this behavior once it is determined a

As stated above, the causes of workplace bullying are complex and multi-faceted. Research has shown that stress within the workplace and exposure to bullying is two causes of workplace bullying (Hauge, Skogstad, Anders, & Einarsen, 2009). There is a higher proportion of bullying in any size organization when there is a culture that does not promote social and human values (Baillien, Neyens, & Dewitte, 2011). Other common causes are emphasizing a competitive work environment by managers, also setting unreasonable demands, and goals and lack of authority from management, these factors can all lead to bullying within the workplace (Alsever, 2008). “There is good research available to suggest that strongly hierarchical or feudal organizations are more likely to have an inherent structure which invites, tolerates and supports bullying behaviors” (McCulloch, 2010). These are just a few examples of the many causes of workplace bullying.

Heeman, V. (2007). Workplace Bullying: A Distinct, Interpersonal, and Communicative Phenomenon. Paper presented at the meeting of the National Communication Association.

The authors of this article give the misconceptions of employee turnover by systematically breaking down myths that organizations tend to believe cause employees to leave the workplace. The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that

An effective leader influences their employees in a desired manner to achieve goals and objectives. Different leadership styles can affect an organization’s effectiveness and performance. The objective of this paper is to analyze the review of literature on various leadership styles over the past years and how effective and ineffective different leadership styles are in the workplace.

Employee retention has always been an important focus for human resource managers. Once a company has invested time and money to recruit and train a good employee, it is in their own best interest to retain that employee, to further develop and motivate him so that he continues to provide value to the organization. But, employers must also recognize and tend to what is in the best interest of their employees, if they intend to keep them. When a company overlooks the needs of its employees and focuses only on the needs of the organization, turnover often results. Excessive turnover in an organization is a prime indicator that something is not right in the employee environment. We will look at

Employee retention has always been an important focus for human resource managers. Once a company has invested time and money to recruit and train a good employee, it is in their own best interest to retain that employee, to further develop and motivate him so that he continues to provide value to the organization. But, employers must also recognize and tend to what is in the best interest of their employees, if they intend to keep them. When a company overlooks the needs of its employees and focuses only on the needs of the organization, turnover often results. Excessive turnover in an organization is a prime indicator that something is not right in the employee environment. We will look at