Please use this identifier to cite or link to this item: http://hdl.handle.net/10995/101600
Title: Toxic workplace: Problem description and search for management solutions
Authors: Koropets, O.
Issue Date: 2019
Publisher: Academic Conferences and Publishing International Limited
Citation: Koropets O. Toxic workplace: Problem description and search for management solutions / O. Koropets. — DOI 10.34190/MLG.19.060 // Proceedings of the 15th European Conference on Management, Leadership and Governance, ECMLG 2019. — 2019. — P. 505-508.
Abstract: Organizational toxicity has a negative impact on labour productivity and the employees' psychological well-being. In an empirical study, the author explored major factors in high toxicity of workplaces, such as: toxic organizational culture, toxic staff, and toxic management. The author studied the correlation of the main factors in organizational toxicity with the level of employee psychological well-being and such components as positive interpersonal relations, autonomy, personal growth, life goals and self-acceptance. The study used quantitative and qualitative research methods: survey, semi-structured interview, psycho-diagnostic tools. The respondents were divided into three groups depending on the degree of their workplace toxicity. The study found that the majority of the respondents are faced with various toxins of the organizational environment when performing their professional duties. The results show that employees with high values of individual components of the psychological well-being scale, namely, self-acceptance and autonomy, are less susceptible to the toxicity of the organizational environment. The semi-structured interview allowed the author to identify three main strategies that employees choose when confronted with a highly toxic organizational environment: active rejection, passive rejection, and escape. The study found that employees with high levels of psychological well-being are more likely to make decisions about changing jobs in case the toxicity of the organizational environment increases. The study results led the author to the conclusions about the importance of complex work with staff personal resources and managerial culture to reduce the workplace toxicity. In conclusion, the authors make recommendations how to prevent and counteract a toxic organizational culture and create a culture of respectful engagement in the organization. This study contributes to the theory of social pollution and will be of interest to experts in organizational behaviour, leadership and human resource management. © 15th European Conference on Management, Leadership and Governance, ECMLG 2019. All rights reserved.
Keywords: MANAGEMENT
ORGANIZATIONAL CULTURE
SOCIAL POLLUTION
TOXIC WORKPLACE
WELL-BEING
MANAGEMENT
POLLUTION
PRODUCTIVITY
TOXICITY
INDIVIDUAL COMPONENTS
INTERPERSONAL RELATIONS
ORGANIZATIONAL CULTURES
PSYCHOLOGICAL WELL-BEING
QUANTITATIVE AND QUALITATIVE RESEARCHES
SEMI STRUCTURED INTERVIEWS
TOXIC WORKPLACE
WELL BEING
HUMAN RESOURCE MANAGEMENT
URI: http://hdl.handle.net/10995/101600
Access: info:eu-repo/semantics/openAccess
SCOPUS ID: 85077511898
PURE ID: 11844496
a88f42e2-3a0e-4c16-bd9d-34b544c60e4b
ISBN: 9781912764471
DOI: 10.34190/MLG.19.060
Appears in Collections:Научные публикации, проиндексированные в SCOPUS и WoS CC

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