BULLYING IN THE WORKPLACE ASSESSING THE CONSEQUENCES ON JOB PERFORMANCE AT SUI SOUTHERN GASS COMPANY LIMITED, PAKISTAN

Abstract

This study examines the multifaceted impact of workplace bullying on
employee performance, analyzing its effects on Task Performance (TP),
Contextual Performance (CP), and Counterproductive Work Behaviour (CWB).
In our cross-sectional exploration we collected data from 140 experienced
SSGCL employees who had served for a minimum of one year. The Negative Acts
Questionnaire-Revised was used to evaluate workplace bullying exposure.
Individual employees' performance was measured through Individual Work
Performance Questionnaire assessments. The study results demonstrate how
bullying drastically harms Task performance, because more than 86.7% of
occasional victims and 72.7% of chronic victims fail to meet performance
expectations while no high performers (?4) exist among the bullied pairs.
Contextual Performance decreases by 86.7% from proactive behaviours among
employees who have been bullied, though 18.2% of victims show increased
Contextual Performance possibly indicating that they compensate with extra
work. Counterproductive Work Behaviour happens rarely in victims because all
victims had scores less than or equal to 2 as well as indicating that stress does
not produce emotional reactions which helps support the internalized stress
explanation instead of retaliation. The research illustrates that bullying
generates wide-reaching yet hidden cost effects on performance so organization
require policies which deal with both the apparent and concealed results.