manager's job

“The Impact of Workplace Aggression on Employee Satisfaction with Job Stress, Meaningfulness of Work, and Turnover Intentions.”

The purpose of the research conducted in this article is to discuss the results proving that workplace aggression decreased satisfaction with job stress and meaningfulness of work. Workplace aggression increased turnover, but not all types of workplace aggression were found to affect work attitudes. The belongingness theory contends that human beings have an essential desire to fit in. This desire obviously extends to places of work, where individuals spend an enormous amount of their time. Problems are therefore bound to occur between employees, leading to negative workplace interactions. Collier states that it is difficult to maintain high-quality relationships throughout organizations.

​

Elevated levels of stress, anxiety, and depression are just a few of the adverse employee outcomes that come from workplace aggression (e.g., Bowling & Beehr, 2006). 10% to 41% of employees in the United States experience workplace aggression, according to Bowling et al. (2015). Along with this statement, Bowling states that anyone with a connection to an organization, can be the aggressor. We know little about how workplace aggression affects employees in agencies, and this article aims to address this by taking a more nuanced approach.

​

The sites of the study are cabinet and independent U.S. federal agencies as well as work-related employee factors such as satisfaction with job stress and turnover intentions. Workplace aggression can be physical/verbal, active/passive, or direct/indirect. Physical aggression involves hitting, pushing, unwanted touching, or the use of a weapon to inflict bodily harm. Active aggression uses some type of behavior to harm individuals. Direct aggression means the perpetrator directly harms the target.

​

Research concerning workplace aggression has become more prevalent over the past three decades. These studies have mainly focused on the antecedents and outcomes of workplace aggression in general or on one specific type of workplace aggression. This article takes a different approach. Specifically, the influence that workplace aggression, as well as several types (i.e., exclusion, intimidation, undermining, /intimidation, exclusion/undermining, intimidation/undermining, and exclusion/ intimidation/undermining), has on satisfaction with job stress, turnover intentions, and meaningfulness of work were examined. The moderating effect of satisfaction with job stress in the workplace aggression–turnover intention relationship and workplace aggression–meaningfulness of work relationship were also investigated.

 

 

Works Cited Page

Caillier, James Gerard. “The Impact of Workplace Aggression on Employee Satisfaction with Job Stress, Meaningfulness of Work, and Turnover Intentions.” Public Personnel Management, vol. 50, no. 2, June 2021, pp. 159–182. EBSCOhost, doi:10.1177/0091026019899976.