Escaping bullying: The simultaneous impact of individual and unit-level bullying on turnover intentions

By M. Houshmand, Jane O'Reilly, Sandra L. Robinson, Angela C. Wolff. 2012

133 citations recorded by the source corpus.

Subfields: Health, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b7bf7cb02a29c6bc03dec3b7208bc6ed8b6cef13

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In Health

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing (2012, background): “A recent multi-level study on bullying (Houshmand et al., 2012) extended findings on the ambient effects of wrongdoing, by showing that unit-level bullying increases hospital nurses’ turnover intentions, particularly where nurses experienced little direct (targeted) individual-level bullying.”
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity (2013, background): “…observers respond unfavorably to the mistreatment of others, even if the observer is not personally affected by the event (Bies and Greenberg, 2002; Houshmand et al., 2012; O’Reilly et al., 2012; Rupp and Bell, 2010; Skarlicki and Rupp, 2010; Skarlicki et al., 1998; Turillo et al., 2002).”
Psychopathic Leadership A Case Study of a Corporate Psychopath CEO (2017, result): “Bullying, as was evident in this case study, is also related to turnover intention (Houshmand et al. 2012) and indeed turnover in this case was in direct relation to the bullying CEO.”
Workplace bullying and employee silence (2017, background): “…behaviors and attitudes (e.g. job dissatisfaction, increased intention to quit; Giorgi et al., 2015; Glasø et al., 2011; Glambek et al., 2014; Houshmand et al., 2012; Tepper et al., 2009); and by engaging in revenge and retaliatory behaviors (e.g. increased workplace deviance and neglect;…”