Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2000. / Includes bibliographical references.

Seminar paper (M.S.Ed.)--University of Wisconsin -- La Crosse, 2009. / Paper submitted and approved in 2009; spine label states 2010. Includes bibliographical references (leaves 60-63)

Thesis (Ph. D.)--University of Missouri-Columbia, 1999. / Typescript. Vita. Includes bibliographical references (leaves 157-167). Also available on the Internet.

No description available.

Thesis (Ph. D.)--University of Missouri-Columbia, 1999. / Typescript. Vita. Includes bibliographical references (leaves 157-167). Also available on the Internet.

No description available.

Research has established that workplace aggression leads to a multitude of negative outcomes for individuals and organizations. This study aimed to determine if certain coping strategies could assuage the negative impact of workplace aggression on two outcomes: job satisfaction and psychological well-being. A study of nurses explored their experiences with being the target of verbal, passive, and physical workplace aggression, their job satisfaction, psychological well-being, and their coping strategies. Results indicate that coping style does indeed moderate the relationship between being the target of workplace aggression and negative outcomes. Implications for the workplace are discussed.

Workplace aggression has been associated with a number of detrimental employee and organizational outcomes, both at work and away from work. This dissertation includes three studies that expand our knowledge of the implications of workplace aggression in the work and nonwork domains. Further, this research illuminates the processes through which this relationship occurs by utilizing various sources of data from employees in a variety of contexts including universities, long term health care, and the USDA Forest Service. In Study 1, which was published in the Journal of Occupational Health Psychology, multi-source data are utilized to identify the indirect effects of coworker-reported workplace aggression on self and significant-other reported work-family conflict via self-reported psychological detachment from work. Study 2 identifies an indirect effect of workplace aggression on parental warmth via increased perceived stress utilizing longitudinal data from the Work, Family, and Health Network. Finally, Study 3 utilizes data from the USDA Forest Service to examine associations between workplace aggression and safety outcomes. Workplace aggression was found to be associated with increased resource depletion (i.e., rumination, cognitive failure) and decreased workplace safety (i.e., increased workplace accidents, decreased safety compliance). Workplace aggression was indirectly associated with safety participation and workplace injuries via cognitive failure and rumination, respectively. Safety climate, an organizational resource, moderated the relationship between rumination and safety behaviors. Finally, the indirect effect of coworker aggression on safety compliance via rumination was found to be conditional on low levels of safety climate, while the indirect effect of supervisor aggression on safety participation via rumination was also found to be conditional on low levels of safety climate. The current body of work provides implications for developing workplace interventions to reduce negative outcomes of workplace aggression, such as general stress management and recovery from work interventions. Several avenues for future research are suggested as well, including examining objective health outcomes of workplace aggression, utilizing longitudinal designs, and identifying additional moderators of the association between workplace aggression and employee outcomes.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Conflict is an integral part of relationships in the workplace. This study supports the pluralistic view that states that people with different values, views and aims come to the workplace and therefore conflict can be expected. This assumption puts challenges to any business to manage conflict constructively and to keep it within controllable levels. The study was done amongst team leaders on five table grape export farms in the vicinity of Piketberg. It showed that increased conflict is a clear indication of deficiencies on management level regarding skills and the execution of management tasks. Team leaders with inadequate or no management or technical training find it extremely difficult to cope with conflict assertively. The change in the composition of the workforce over a period of a couple of years to comprise of a majority Xhosa speaking workers has brought unmanageable challenges, even to senior team leaders. Their limited ability to communicate and to give clear instructions to people of an unknown language and culture is stretch to the edge and often leads to serious conflict. It poses a number of challenges to companies to keep a positive atmosphere for conflict resolution and to equip base line management to deal successful with conflict. The following themes will need urgent attention: • The acknowledgement and management of diversity in the workplace; • The development of a positive organisational culture and values; • Skills training and the development of self image; • The setting up of communication channels and participation of workers in management. / AFRIKAANSE OPSOMMING: Konflik is ʼn inherente deel van verhoudinge in die werksplek. Die pluralistiese siening word onderskryf dat mense met verskillende waardes, sieninge en doelwitte die werksplek betree en daarom is konflik te verwagte. Hierdie aanname stel uitdagings aan die onderneming om konflik kontruktief te bestuur en dit op beheerbare vlakke te hou. Die studie op vyf tafeldruifuitvoerplase in die Piketberg omgewing onder spanleiers het aangetoon dat verhoogde konflik ʼn duidelike aanwysing is van tekorte op bestuurvlak t.o.v. vaardighede en uitvoering van bestuurstake. Spanleiers met gebrekkige of geen bestuurs- en tegniese opleiding vind dit uiters moeilik om konflik op ʼn assertiewe manier te hanteer. Die verandering in die samestelling van die werksmag oor ʼn periode van enkele jare om nou uit ʼn meerderheid Xhosa-sprekendes te bestaan, bring onhanteerbare uitdagings, selfs aan senior spanleiers. Hulle beperkte vermoë om te kommunikeer en duidelike instruksies te gee binne die vreemde taal en kultuur, word tot die uiterste beproef en lei dikwels tot ernstige konflik. Dit laat die ondernemings met verskeie uitdagings om beide ʼn gesonde atmosfeer vir konflikhantering daar te stel sowel as om die vaardighede aan grondvlakbestuur te gee om dit suksesvol te hanteer. Die volgende temas sal ernstige aandag moet kry: • Erkenning en bestuur van diversiteit in die werksplek; • Ontwikkeling van ʼn positiewe organisasie-kultuur en –waardes; • Vaardigheidsopleiding en selfbeeldontwikkeling; • Skep van kommunikasie-kanale en werkersinspraak by bestuur.

MPH / Department of Public Health