Workplace Bullying Among Teachers: An Analysis From the Job Demands-Resources (JD-R) Model Perspective.

This paper adopts the Job Demands-Resources (JD-R) model to analyze workplace bullying among teachers. The data used for this research are obtained from the 5th European Working Conditions Survey. Given the objective of this work, a subsample of 261 education employees is collected: 48.7% of these teachers report having experienced workplace bullying (N = 127), while 51.3% indicate not considering themselves as bullied at work (N = 134). In order to test the research model and hypotheses, this study relies on the use of partial least squares (PLS-SEM), a variance-based structural equation modeling method. The study describes a workplace bullying prevalence rate of 4.4% among education employees. This work summarizes an array of outcomes with the aim of proposing, in general, that workplace bullying may be reduced by limiting job demands and increasing job resources.

Workplace bullying among managers: a multifactorial perspective and understanding.

The aim of this paper is to study certain factors that may be determinant in the emergence of workplace bullying among managers-employees with a recognized and privileged position to exercise power-adopting the individual perspective of the subject, the bullied manager. Individual, organizational, and contextual factors integrate the developed global model, and the methodology utilized to accomplish our research objectives is based on the binary logistic regression model. A sample population of 661 managers was obtained from the micro data file of the 5th European Working Conditions Survey-2010 (European Foundation for the Improvement of Living and Working Conditions) and utilized to conduct the present research. The results indicate that the chance for a manager to refer to him/herself as bullied increases among women that hold managerial positions and live with children under 15 at home, and among subjects that work at night, on a shift system, suffering from work stress, enjoying little satisfaction from their working conditions, and not perceiving opportunities for promotions in their organizations. The present work summarizes an array of outcomes and proposes, within the usual course of events, that workplace bullying could be reduced if job demands were limited and job resources were increased. The implications of these findings could assist directors/general directors in facilitating, to some extent, good social relationships among managers.