Effects of Bullying On Employees’ Job Performance in Selected Offices in the Second District of Northern Samar

International Journal of Economics and Management Studies
© 2019 by SSRG - IJEMS Journal
Volume 6 Issue 2
Year of Publication : 2019
Authors : Gina De Asis-Galvez
pdf
How to Cite?

Gina De Asis-Galvez, "Effects of Bullying On Employees’ Job Performance in Selected Offices in the Second District of Northern Samar," SSRG International Journal of Economics and Management Studies, vol. 6,  no. 2, pp. 127-130, 2019. Crossref, https://doi.org/10.14445/23939125/IJEMS-V6I2P116

Abstract:

This study was conducted to find out the effects of workplace bullying on employee’s job performance in selected offices in the province of Northern Samar. It employed the descriptive method of research. Questionnaire was the primary data gathering instrument. The data were statistically computed through frequencies and mean, to quantify forms of workplace bullying and their effects on the employee’s job performance. Respondents were selected employees in the Provincial Government of Northern Samar. Random sampling was used to get the reliability of the measure of the sample size. The occurrences nature of bullying were arranged chronologically from those with the highest frequencies, to wit: name calling, unjustified criticism, ignoring, undermine the works of others, and removal of areas of responsibility, unsafe assignment, and hostility. The following forms of bullying seldom occurs in the workplace: threats and intimidation, removal of areas of responsibility, undermining personal integrity, pushing, hostility, offensive remarks, freezing out, stealing, tarnishing reputation, unsafe assignment, and least on sabotage. The effects of workplace bullying were categorized as either physical and or physiological. Three indicators were used in quantifying the extent of effects of bullying to employees. As regards physical effects of bullying, inability to sleep and headache were interpreted as “serious.” While other effects such as stomach pain, overeating, loss of appetite, and sleeping too much were interpreted as “not serious.” The grand mean was generally interpreted as not serious. With regard to the physiological effects of bullying on employee’s work performance, the data revealed, feeling of frustration, stress, lack, of confidence moral productivity, demoralization, and reduced concentration were interpreted as “serious.” On the other hand, family tension, helplessness, unproductive, clinical depression, and suicidal thoughts were interpreted as “not serious.” Taking into account the data under consideration, the grand mean was interpreted as “not serious,” notwithstanding the rest of the mean score which indicated serious physiological conditions. It is true that there were serious areas of concerns in management that should be attended to have peace and tranquility in the workplace. The respondents recommended that to minimize the effects of workplace bullying a person needs to trust and to believe in him/herself; go to the proper authority for corrective action; put a chart inside the office which contains non-bullying acts; assume that they just lack of discipline, and to ignore them as you treat others. There are always problems in the workplace and the best source of making solutions to such problem is to trust and love God. It can also be done by ignoring issues and problems in the workplace this will reduce and eliminate other worries and problems. Knowing and keeping the assigned work will likewise minimize any problems.

Keywords:

Workplace bullying, job performance, forms, effects, physical and psychological

References:

[1] S. Aryne, Z. Chen, as cited by Stephen Robbins & Timothy A. Judge. An introduction to Organizational Behavior, 12th Edition, Pearson Education Southeast Asia, 2004.
[2] Einarse&Hoel, American Psychology Association, 2005.
[3] Erwick, Gore, Palferman, Proactive Personality as cited by Stephen P. Robbins & Timothy A. Judge. An Introduction to Organizational Behavior, 12th edition, Pearson Education, Southeast Asia, 2004.
[4] Hersey P. Header, Management or Organizational Behavior: Leading Human Resources, 8th Ed. Upper Saddle River, New Jersey: Prentice Hall, 2000.