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dc.contributor.authorSalin, Denise
dc.contributor.authorNotelaers, Guy
dc.date.accessioned2021-07-01T09:17:33Z
dc.date.available2021-07-01T09:17:33Z
dc.date.created2020-12-13T11:38:37Z
dc.date.issued2020
dc.PublishedInternational Journal of Human Resource Management. 2020, 31 (18), 2319--2339.
dc.identifier.issn0958-5192
dc.identifier.urihttps://hdl.handle.net/11250/2762733
dc.description.abstractThis study analyses the effects of witnessing workplace bullying on employee attitudes and well-being. Furthermore, the study seeks to extend our understanding of why bullying may result in negative outcomes for witnesses, by studying violation of the psychological contract as an explanatory mechanism. The paper draws on two survey studies conducted in Belgium (n = 1473) and Finland (n = 1148). The results show that witnessing bullying affects work-related attitudes, but not necessarily stress outcomes, when controlling for witnesses’ own experiences of bullying. Experiences of bullying on the part of the witnesses themselves are seldom controlled for in witness studies, thus possibly leading to false positive results. Furthermore, the study finds support for the role of psychological contract violation in explaining the relationship between witnessing bullying and poorer employee attitudes, thus contributing to our understanding of the mechanisms behind witnesses reactions. That witnesses perceive a psychological contract violation suggests bullying affects the employee-organization relationship not merely for targets. Overall, the results demonstrate bullying has effects beyond the target-perpetrator relationship and thereby further highlight the need for organisational action to reduce the risk of bullying.en_US
dc.language.isoengen_US
dc.publisherTaylor & Francisen_US
dc.titleThe effects of workplace bullying on witnesses: violation of the psychological contract as an explanatory mechanism?en_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionacceptedVersionen_US
dc.rights.holderCopyright 2020 Taylor & Francisen_US
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1
dc.identifier.doi10.1080/09585192.2018.1443964
dc.identifier.cristin1859146
dc.source.journalInternational Journal of Human Resource Managementen_US
dc.source.4031
dc.source.1418
dc.source.pagenumber2319-2339en_US
dc.identifier.citationInternational Journal of Human Resource Management. 2020, 31(18), 2319-2339en_US
dc.source.volume31en_US
dc.source.issue18en_US


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