Researchers have identified a growing trend of employees experiencing negative behaviors in the workplace. A landmark study by Schat, Frone, and Kelloway in 2006 reported that 41.4% of U.S. workers, approximately 47 million individuals, encountered psychological antagonism at work over the past year. Similarly, a U.S. government survey of federal employees found that 13% witnessed negative workplace behaviors.
Studies have explored the relationship between work-related psychosocial hazards and psychological illness. Negative behaviors, such as manipulation, exploitation, bullying, degrading treatment, and harassment, have been extensively labeled and studied (Zapf & Einarsen, 2003).
Recent research highlights the link between negative behaviors and employee health. Bowling and Beehr (2006) found significant relationships between negative behaviors and symptoms like depression and anxiety. Additionally, Djurkovic et al. (2004) noted that workplace bullying indirectly contributes to ill health and increased employee turnover intentions.
These studies confirm that psychological workplace hazards and negative behaviors lead to high absenteeism and turnover rates. A study by the University of Copenhagen followed 2,154 healthcare workers over three years, revealing a strong correlation between negative work environments and high turnover rates. Key factors driving turnover included poor leadership, constant exposure to negative behaviors, and health problems (Hogh A, Hoel H, Caneiro IG, 2011b).
Updated References and Examples:
- Gallup’s State of the Global Workplace Report (2023): This report highlights that only 20% of employees worldwide are engaged at work, with many citing negative workplace environments as a key factor.
- Case Study: Google: Google has implemented robust employee support systems and open communication channels to combat negative workplace behaviors, resulting in higher employee satisfaction and lower turnover rates.
- Meta-Analysis by Nielsen & Einarsen (2022): This study found that organizations with comprehensive anti-bullying policies saw a 30% reduction in reported negative behaviors.
Organizations facing these challenges experience reduced productivity, creativity, and work quality, impacting their competitiveness and ability to retain talent. Negative behaviors are costly and undermine organizational goals and success.
To address this, organizations should implement zero-tolerance policies for negative behaviors. Managers and leaders must actively monitor the work environment and maintain open communication channels. Senior managers should hold town hall meetings to gauge the work climate and remain approachable and non-judgmental.
In conclusion, negative workplace environments affect employees across sectors. Mitigating these environments can save organizations from costly medical expenses and reduce absenteeism. Swift action by upper management and leadership is crucial to addressing negative behaviors.
Further research is needed to understand the nature, causes, and consequences of negative workplace behaviors, such as aggression, and to develop effective policies and interventions to reduce such behaviors.
References:
- Bowling, N. A., & Beehr, T. A. (2006). Workplace harassment from the victim’s perspective: A theoretical model and meta-analysis. Journal of Applied Psychology, 91(5), 998-1012.
- Djurkovic, N., McCormack, D., & Casimir, G. (2004). The physical and psychological effects of workplace bullying and their relationship to intention to leave: A test of the psychosomatic and disability hypotheses. International Journal of Organization Theory & Behavior, 7(4), 469-497.
- Gallup. (2023). State of the Global Workplace Report. Gallup.
- Hogh, A., Hoel, H., & Caneiro, I. G. (2011b). Bullying and employee turnover among healthcare workers: A three-year follow-up study. Journal of Nursing Management, 19(6), 742-751.
- Nielsen, M. B., & Einarsen, S. V. (2022). What we know, what we do not know, and what we need to know about workplace bullying: An overview of the literature and agenda for future research. Aggression and Violent Behavior, 57, 101476.
- Schat, A. C. H., Frone, M. R., & Kelloway, E. K. (2006). Prevalence of workplace aggression in the U.S. workforce: Findings from a national study. In E. K. Kelloway, J. Barling, & J. J. Hurrell Jr. (Eds.), Handbook of workplace violence (pp. 47-89). Sage Publications.
- Zapf, D., & Einarsen, S. (2003). Individual antecedents of bullying: Victims and perpetrators. In S. Einarsen, H. Hoel, D. Zapf, & C. L. Cooper (Eds.), Bullying and emotional abuse in the workplace: International perspectives in research and practice (pp. 165-184). Taylor & Francis.
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