Colin O'Farrell, MA, graduated with a master's degree in industrial/organizational psychology from Southern Illinois University Edwardsville. He has held professional positions involving recruiting, training, and organizational development. His research interests include understanding the causes of workplace bullying so that he can prevent becoming one himself. He may be reached at firstname.lastname@example.org.
Workplace Bullying: Examining Self-Monitoring and Organizational Culture
Article first published online: 13 FEB 2013
Copyright © 2013 Bridgepoint Education, Inc. and Wiley Periodicals, Inc.
Journal of Psychological Issues in Organizational Culture
Volume 3, Issue 4, pages 6–17, January 2013
How to Cite
O'Farrell, C. and Nordstrom, C. R. (2013), Workplace Bullying: Examining Self-Monitoring and Organizational Culture. J of Psych Issues in Org Culture, 3: 6–17. doi: 10.1002/jpoc.21079
- Issue published online: 13 FEB 2013
- Article first published online: 13 FEB 2013
Workplace bullying is both prevalent and underresearched. Bullying includes such dysfunctional behavior as sexual harassment, social exclusion, name-calling, slandering, and physical assaults. Bullying results in negative outcomes for both individual employees and organizations. Individuals experience stress and other physiological and psychological outcomes, and organizations register detrimental effects on productivity, absenteeism, and turnover. This research examined whether employees low in self-monitoring and working in chaotic organizational cultures were more likely to be victimized by bullies. Results indicated that employees working in chaotic organizations (i.e., lacking transparency, accountability, and appropriate rewards and guidelines) experienced more bullying. Results are discussed with regard to establishing appropriate cultural cues to minimize organizational bullying.