A SOCIOLOGICAL RESEARCH ON THE RELATIONSHIP BETWEEN WORKPLACE BULLYING AND ORGANIZATIONAL CULTURE
Journal Title: The Journal of International Social Research - Year 2011, Vol 4, Issue 19
Abstract
The study’s aim is to evaluate the relationship between bullying and organizational culture sociologically. Workplace bullying is systematical exposure of workers to Negative behaviours by their chiefs, co-workers and seldom by their underlings. Most important features separating workplace bullying from other negative behaviours is the continuity and systematical performance of these negative behaviours. In this sense bullying behaviours are putting pressure psychologically; they give rise to mental and physical illnesses depending on its degree, affecting workplace performance negatively and damages self confidence, intimidating, disgusting are negative behaviours which are non-ethical and rude. Another notion related to the study organizational culture, consist of organization’s values, norms, policies and aims, operating and organizing types of works. In this study, 4 different - classified organization culture types is used that is developed within the competing value framework: Klan, adhocracy, hierarchy and market. Organizational culture is designed as the explanation of organizational factors in workplace bullying. Theoretically, the organization is presumed as structure/system within general system theory and structural-functionalist approach. When there aren’t any normative regulates guiding to workers, balance of the system occurs disruption. According to this, bullying in workplace is defined as disruption of these systems. During our study, a survey is applied in two different sectors by using quantitative methods. Accordingly, while execution units are determining, organization in private sector is predicted as “market” and organization in public sector is predicted as “hierarchy”. The research is a relational type of research and the survey is applied to 707 workers. To specify organizational type, the scale which is developed by Cameron and Freeman is used. On the other hand, to evaluate type of bullying, Negative Act Questionnaire (NAQ) which is developed by Einarsen and his friends is used. According to this. The research has 2 main hypothesis and 6 sub hypotheses: (1) there is a relationship between bullying and organizational culture.: (1a) there is a relationship between dominant characteristics of organization (for klan, adhocracy, hierarchy and market) and types of bullying. (1b) there is a relationship between organizational leadership (for klan, adhocracy, hierarchy and market) and types of bullying. (1c) there is a relationship between management of employees (for klan, adhocracy, hierarchy and market) and types of bullying. (1d) there is a relationship between organization glue (for klan, adhocracy, hierarchy and market) and types of bullying. (1e) there is a relationship between strategic emphasis (for klan, adhocracy, hierarchy and market) and types of bullying. (1f) there is a relationship between criteria of success (for klan, adhocracy, hierarchy and market) and types of bullying. (2) Type of bullying behaviour differs in organizational culture types. The workers in public sector are more tending towards Hierarchy (488‰) and Klan (373‰) respectively. The workers in private sector on the other hand, are more tending towards primarily Hierarchy (618‰) and secondarily towards Market (270‰) respectively. According to the research data, a significant (meaningful) but poor relation is found in between organizational culture and bullying behaviours. Secondly, according to the workers exposure to work-related bullying, there is a difference in Hierarchy and Klan organizational culture types. The workers in Hierarchy expose to work-related bullying more than Klan
Authors and Affiliations
Pınar Çağlar KUŞCU
Keywords
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