City of Discontent? The Influence of Perceived Organizational Culture, LMX, and Newcomer Status on Reported Bullying in a Municipal Workplace

Source: Tracy H. Porter, Nancy Day, Patricia Meglich, Employee Responsibilities and Rights Journal, Online First, December 19, 2017
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From the abstract:
Workplace bullying is a counterproductive behavior that has captured the attention of researchers in recent years. The extent of reported bullying behavior in US organizations varies however; it is estimated to affect 15% to 50% of workers with projected annual costs of over $40 billion including direct and indirect costs. Workplace bullying poses a serious ethical challenge by sending messages about appropriate conduct within the organization’s culture. In this study, we focus on environmental factors as predictors of self-reported bullying in a public-sector organization. Specifically, the factors of interest are organizational culture, commitment to change, and leader-member exchange (LMX). We also investigate newcomer status and its relationship to reported bullying. Findings demonstrated perceived stability in the organization and higher levels of LMX showed lower levels of workplace bullying. Further, an organizational culture that emphasizes rewards lead to higher levels of bullying and newcomers are subjected to more bullying than longer service workers.