Do Personality and Organizational Politics Predict Workplace Victimization? A Study among Ghanaian Employees

Linking Perceived Organizational Politics to Workplace Cyberbullying Perpetration: The Role of Anger and Fear

The introduction of information and communication technologies in the workplace has extended the scope of bullying behaviors at work to the online context. However, less is known about the role of situational factors in encouraging cyberbullying behavior in the workplace. The purpose of this study is to investigate the role of perceived organizational politics in fueling cyberbullying in the workplace, and to examine the central role of negative emotions in this process. The sample comprised 279 faculty members of three large public sector universities in Islamabad, Pakistan. Results demonstrated that perceived organizational politics was positively associated with discrete negative emotions of anger and fear. Moreover, results indicated that anger was positively associated with cyberbullying perpetration, whereas fear was positively associated with face-to-face bullying victimization. Results also supported the idea that victims of face-to-face bullying may develop a positive attitude toward cyberbullying and retaliate against their more powerful face-to-face bullies online, possibly anonymously. We contribute to the literature by demonstrating that both forms of bullying can co-occur in the workplace as a consequence of perceived organizational politics, and the two roles-bully and victim-may be swapped among victims and perpetrators.

Does personality affect the individual's perceptions of organizational justice? The mediating role of organizational politics

Purpose

The personality of an individual plays a vital role in the way an individual perceives organizational politics and justice in the workplace. However, there is meager research on how an individual's personality affects the perceptions of organizational politics and justice. This study endeavors to fill this gap by analyzing the mediating role of organizational politics perceptions on the relationship between Big Five personality dimensions and organizational justice by controlling various demographic variables. The study also proposes a benchmarking model that the policymakers can use to create positive organizational justice perceptions.

Design/methodology/approach

In this cross-sectional research, the data were collected through a multi-stage random sampling technique from 493 faculty members working in four public universities of Punjab, India. Out of 493 employees, 76.9% of the employees were assistant professors, 12.0% were associate professors and 11.2% were assistant professors. 51.5% of the employees were female, and 48.5% of the employees were male. To test the proposed hypothesized relationships, a structural equation modeling technique was used.

Findings

Results of the structural equation modeling showed that openness to experience, conscientiousness and extraversion have a negative relationship with perceptions of organizational politics. However, their relationship with perceptions of organizational justice is positive. Neuroticism has a positive relationship with perceptions of organizational politics, whereas it has a negative relationship with perceptions of organizational justice. Results also showed that high perceptions of organizational politics have a negative effect on employee's perceptions regarding organizational justice. The mediation analysis results showed that perceptions of organizational politics mediate the relationship between an individual's personality and perceptions of organizational justice.

Originality/value

There is a scant amount of research available that considers Big Five personality dimensions and organizational politics as the antecedents of organizational justice. Hence, the current study tries to fill this research gap by proposing a research model on antecedents and consequences of perceptions of organizational politics based on the cognitive-affective processing system (CAPS).

Risk Factors for Workplace Bullying: A Systematic Review

Objective: The goal of this study was to systematically review risk factors for workplace bullying. Methods: The search was carried out in two databases. Studies with estimates of risk factors for workplace bullying were included in the review. We assessed the quality of the selected studies using an adapted version of the Downs and Black checklist. Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) and Meta-analyses of Observational Studies in Epidemiology (MOOSE) guidelines were used for reporting papers. Results: Fifty-one papers were included, and 70.6% were from European countries. Women were reported to be at higher risk of being bullied in most studies (odds ratio (OR) from 1.17 to 2.77). Authoritarian and laissez-faire leadership styles were positively associated with bullying. Several psychosocial factors, such as stress (OR from 1.37 to 4.96), and occupational risks related to work organization, such as flexible work methods, role conflict, role ambiguity, monotonous or rotating tasks, high demands, pressure of work, and unclarity of duties were strongly associated with bullying. Discussion: The findings highlight the central role of organizational factors in bullying. Policies to prevent bullying must address the culture of organizations, facing the challenge of developing a new management and leadership framework.