The role of job bullying in the low level of organizational performance: an analytical study of the opinions of a sample of workers in the Hilla Textile Factory

Authors

  • Assistant Prof. Dr. Maysoon Ali Hussain Al-Obaidy

DOI:

https://doi.org/10.58564/EASJ/1.4.2022.3

Keywords:

job bullying, organizational performance

Abstract

The research aims to know the level of awareness of the research sample of the role of occupational bullying in determining the level of organizational performance in the Hilla textile factory, which is one of the governmental organizations that seek to provide the best services to the community. Their number is (320) workers who were selected from the morning shift and the evening shift, with (160) workers from the morning shift and (160) workers from the evening shift ,The problem of the research is to study the phenomenon of job bullying in a practical way, and the extent of its impact on the performance of employees in the organization and the resulting aggressive, deviant, undesirable behaviors and trying to reach the factors associated with these behaviors and help the administration in which such behaviors are spread in proposing effective treatments To eliminate or reduce this phenomenon , The(  spss) program was used to analyze the data and know the relationships, and a set of conclusions and recommendations were reached, the most important of which is the existence of a weak correlation and influence between the two variables, because the lab enjoys a good organizational climate and stays away from job bullying practices, however, the lab management must pay more attention to the dimension of care through Providing more attention and care to workers, because the level of attention is not at the required level.

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Published

2022-11-28

How to Cite

Assistant Prof. Dr. Maysoon Ali Hussain Al-Obaidy. (2022). The role of job bullying in the low level of organizational performance: an analytical study of the opinions of a sample of workers in the Hilla Textile Factory. Economic and Administrative Studies Journal , 1(4), 40–55. https://doi.org/10.58564/EASJ/1.4.2022.3

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