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Toxicity in the Workplace

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Submitted By casualqwerty
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The Toxic Workplace

Organizational Behaviour

Purpose:

The purpose of this paper is to examine the inter-relationship of incivility and toxicity, how bullies are able to become toxic managers, and how they are allowed to develop in a toxic organization. We also analyze the development of organizational pain and how toxin handlers deal it with. Finally, we hope to assess if there is any validity to claims that ‘Generation Z’ is responsible for the recent prevalence of workplace toxicity.

What is a toxic workplace?

Overview of Toxicity:

“Violence, aggression, bullying, tyranny, harassment, deviance, and injustice …” (Cortina 2001), the ‘magnificent seven’ anti-socialites comprising Workplace Toxicity.

A relatively new field of study, the idea of workplace toxicity develops from the impact of bullying, and the emotional consequences it has on the organization. There has been surging interest over the past two decades on the cause and effect of bullying in the workplace (Rayner, 2002); and an ever-growing number of studies, since Leymann in 1990, would suggest that interest in this field may be attributed to the increase of disgruntled employees and employee violence which became prevalent in 1986 (the USPS incident in Edmond, Oklahoma).

“There are three inevitable results of toxic workplaces: Poor Performance, Severe Health Issues, and the Loss of Talented Employees. “(Amy Scholten)

A toxic workplace can be essentially summed up as any organization where there is an overwhelming sense of negativity, yet employees feel an obligation to continue working due to an extrinsic motivator (usually a remuneration based need). There is a certain amount of toxicity that is inherent and expected of organizations (Frost, 2003), but with increasing economic stresses, global-scale conflicts, personal agendas, and the inevitability of cross-over between

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