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Relationships Between Machiavellianism, Organizational Culture, and Workplace Bullying: Emotional Abuse from the Target’s and the Perpetrator’s Perspective

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  • Irena Pilch
  • Elżbieta Turska

Abstract

Exposure to bullying at work is a serious social stressor, having important consequences for the victim, the co-workers, and the whole organization. Bullying can be understood as a multi-causal phenomenon: the result of individual differences between workers, deficiencies in the work environment or an interaction between individual and situational factors. The results of the previous studies confirmed that some characteristics within an individual may predispose to bullying others and/or being bullied. In the present study, we intend to clarify the relationships between workplace bullying considered from the victim’s and the perpetrator’s points of view, the employee Machiavellianism as a personality factor and the perceptions of organizational culture as depicted by Cameron and Quinn. The sample consisted of 117 workers, employed in different organizations in Poland. The empirical data regarding both being exposed to bullying as well as being a perpetrator of bullying were obtained by the use of self-reports from participants. According to the expectations, Machiavellianism predicted involvement in bullying others. The groups of bullies and bully-victims had a higher Machiavellianism level compared to the groups of victims and persons non-involved in bullying. The results showed that being bullied was negatively related to the perceptions of clan and adhocracy cultures and positively related to the perceptions of hierarchy culture. The results of a moderated regression analysis demonstrated that Machiavellianism was a significant moderator of the relationships between the perceptions of adhocracy and hierarchy cultures and being bullied. Theoretical and practical implications of the results were discussed. Copyright Springer Science+Business Media Dordrecht 2015

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  • Irena Pilch & Elżbieta Turska, 2015. "Relationships Between Machiavellianism, Organizational Culture, and Workplace Bullying: Emotional Abuse from the Target’s and the Perpetrator’s Perspective," Journal of Business Ethics, Springer, vol. 128(1), pages 83-93, April.
    • Handle: RePEc:kap:jbuset:v:128:y:2015:i:1:p:83-93
    DOI: 10.1007/s10551-014-2081-3
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    References listed on IDEAS

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    7. Guglielmo Faldetta & Deborah Gervasi, 2024. "Escaping the Scapegoat Trap: Using René Girard’s Framework for Workplace Bullying," Journal of Business Ethics, Springer, vol. 191(2), pages 269-283, May.
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    9. Arpana Rai & Upasna A. Agarwal, 2019. "Examining the Relationship Between Personality Traits and Exposure to Workplace Bullying," Global Business Review, International Management Institute, vol. 20(4), pages 1069-1087, August.
    10. Widodo & Chandrawaty, 2021. "Exploring The Principals' Visionary Leaderships' Effect on School Organizational Culture and Teachers' Affective Commitment," Technium Social Sciences Journal, Technium Science, vol. 18(1), pages 21-30, April.
    11. Eungoo Kang & Hyoyoung Lee, 2021. "Employee Compensation Strategy as Sustainable Competitive Advantage for HR Education Practitioners," Sustainability, MDPI, vol. 13(3), pages 1-23, January.
    12. Sean Valentine & Gary Fleischman & Lynn Godkin, 2018. "Villains, Victims, and Verisimilitudes: An Exploratory Study of Unethical Corporate Values, Bullying Experiences, Psychopathy, and Selling Professionals’ Ethical Reasoning," Journal of Business Ethics, Springer, vol. 148(1), pages 135-154, March.
    13. Chen, Shih-Chih & Jiang, Wei & Ma, Yin, 2020. "Decent work in a transition economy: An empirical study of employees in China," Technological Forecasting and Social Change, Elsevier, vol. 153(C).
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