Workplace Bullying & Turnover Inention Through Mediating Roles of Organiztional Citizenship Behaviour & Emotional Exhaustion

WORKPLACE BULLYING & TURNOVER INENTION THROUGH MEDIATING ROLES OF ORGANIZTIONAL CITIZENSHIP
BEHAVIOUR & EMOTIONAL EXHAUSTION
Workplace Bullying & Turnover Intention through mediating role of
Organizational Citizenship Behaviour & Emotional Exhaustion
Supervisor
Ma’am Maryam Farooq
Authors
Zia-ud-Din………BBA FALL 15 105
Roshane Zainab.…BBA FALL 15 022
Esha Ali................BBA FALL 15 047
University of Engineering & Technology Lahore
Institute of Business & Management
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Abstract
Workplace bullying has emerged as an important area of research in management studies because
it will negatively effects both employees and organizations. This research is based on banking
sector in Pakistan because this profession entails long work hours and pressures to perform the
task in time and with accuracy. Emotional Exhaustion and Organizational citizenship behavior are
getting increased attention because of their negative impacts on employees mood or behavioral
attentions including work satisfaction & team performance but also effects on workplace
efficiency which results towards low productivity and overall performance of bank as well.
Workplace bullying also effects on gender differences in core task performance. Quantitative
research method is used by collecting a data through questionnaire from bank employees using a
likert scale. Emotional Exhaustion and Organizational Citizenship behavior mediates the
relationship between toxic leadership and organizational climate for organizational performance.
Others banks should give their employees breaks and time off from time to time in order to guide
against emotional exhaustion since it has a significant relationship with workplace bullying, this
would give employees the opportunity to balance their work-life.
Key Words: Emotional, Exhaustion & Organizational Citizenship Behavior
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Chapter 1: Introduction
Workplace Bullying has become a general concern for many organizations because it is a
phenomenon which causes destruction and this is why its occurrence makes damages to the
performance of an organization and employees as well (Towned, 2016). (Porath, 2016) observed
that 49% of employees responded that they had been subjected to rude treatment more than once
per month in their organization in 1998; this rate increased to 62% in 2016. Mourssi-Alfash (2014)
establish a negative relationship of bullying on organizational citizenship behavior and reasoned
that employees can behave proactively and benefit from using citizenship behaviors as a self-
protective strategy. Emotionally exhausted service employees hold negative job attitudes which
are detected by customers and ultimately result in lower customer satisfaction. The key role of
Human resource managers and head safety representatives is to make the anti- bullying policies to
make satisfactory environment of an organization and proper training and counseling of employees
can make the them contended so they can perform better and concentrate on their work
performance (Khalique, 2018) without fear because they can feel secure in which they can easily
share work-related issues with the management (Hafsa & Qais, 2015) and ensure that all practices
are devoted (Denise, 2017).We recommend future researchers to include moderators to strengthen
and justify the relationships within the framework it would be worthwhile for future studies to
develop a theoretical model that includes supervisors and coworkers for a more accurate
assessment of instigated workplace incivility. Additionally, future researchers may consider
adopting an experimental design study as a way to reduce the likelihood of the data being
influenced by participants’ biases and implicit theories as well as establish the cause-and effect
among the variables (Fatma, 2018). Also, future researchers should pay attention on role of gender
on relation of workplace bullying and OCBI (Mubarak & Mumtaz, 2018). Many of the researchers
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in recent studies have concluded that workplace bullying has negative effects on employee’s mood
or behavioral intentions (Devonish, 2013) which results towards low productivity and overall
performance of an organization as well. There is a lack of research done on workplace bullying in
Pakistan by researchers but the effect of workplace bullying on Intention to leave, organizational
citizenship behavior, emotional exhaustion, has not been studied yet and this could be achieved
by answering the following questions. The companies have to take interest in making the working
environment better by reducing the negative effects of workplace bullying to achieve the company
goals with knowing the factors associated with the working environment. To avoid decrease in
workplace bullying will bring maximum individual citizenship behavior and to avoid increase in
emotional exhaustion which in turn lessens employee’s intrinsic motivation at work and eventually
diminishes their creativity (Hur, W.2016). Many of the analysts have done work on tormenting.
Some have achieved work on tormenting in connection with organizational work and individual
bullying (Spector & Fox, 2017). Some of the researchers established that passionate and evasion
adapting techniques expanded deliberateness counterproductive behavior. Similarly, (Einarsen’s,
2000) concurring to hypothetical system for working environment bullying, work environment
bullying influences not as it were the target’s person behavior but too the organization so the think
about done there was on working environment deviance. We have a tendency to do our analysis
on workplace tormenting and turnover intention through mediating roles of emotional exhaustion
and individual organization citizenship behavior and their impact on toxic leadership and structure
climate which used to be never performed earlier than.
1.1-Research Questions
 What is the impact of Workplace Bullying on Intention to Leave (IL), Organizational
Citizenship Behavior (OCB)?
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 How emotional exhaustion and Organizational citizenship behavior mediate the
relationship between the studied variables?
 What are the levels of the workplace bullying and toxic leader among teachers?
 Does toxic leadership predict organizational citizenship behavior
1.2-Conceptual framework
Organizational
climate
Emotional
Exhaustion
Workplace Turn over intention

bullying
OCBI Team Cohesion
Toxic Leadership
Objectives
 To investigate the relationship between workplace bullying and turnover intention under
mediating effect of emotional exhaustion.
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 To investigate the relationship between workplace bullying and turnover intention being
mediated by OCBI.
 To investigate the moderating effect of organizational climate on relationship between
emotional exhaustion and turnover intention.
 To investigate the moderating effect of organizational climate on relationship between
OCBI and turnover intention.
 To investigate the moderating effect of toxic leadership on relationship between
 To Investigate the relationship between workplace bullying and team cohesion under
mediating effect of individual organizational citizenship behavior
organizational citizenship behavior and turnover intention.
 To investigate the relationship between workplace bullying and team cohesion under
mediating effect of organizational citizenship behavior.
 To investigate the moderating effect of toxic leadership on relationship between OCBI and
turnover intention.
Hypothesis
 There is a significant relationship between workplace bullying and turnover intention
under mediating effect of emotional exhaustion.
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 There is a significant relationship between workplace bullying and turnover intention
being mediated by OCBI.
 There is a significant impact on moderating effect of organizational climate, relationship
between emotional exhaustion and turnover intention.
 There is a significant impact on moderating effect of organizational climate, relationship
between OCBI and turnover intention.
 There is a significant impact of moderating effect of toxic leadership on relationship
between emotional exhaustion and turnover intention.
 There is a significant relationship between workplace bullying and team cohesion under
mediating effect of individual organizational citizenship behavior
 There is a significant moderating effect of toxic leadership on relationship between
 There is significant moderating effect of toxic leadership on relationship between
organizational citizenship behavior and turnover intention.
Chapter 2: Literature Review
2.1-Workplace Bullying and Organizational Citizenship Behavior
The relationship between workplace bullying and project success in project based organizations in
Pakistan. Additionally, this relationship was studied through the mediating effect of organizational
citizenship behavior—individual (OCBI). Using a quantitative research method, data were
collected from a number of project-based organizations in Pakistan. Based on the data collected
from 254 respondents from different nongovernment organizations of Islamabad and Rawalpindi,
findings suggest that project success is significantly associated with workplace bullying and OCBI.
In addition, it was also revealed that employees who face more bullying at workplace have low
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level of OCBI at work. The study contributes to the current literature in organizational behavior
and project management by exhibiting how that workplace bullying relates to project success,
through mediating effect of OCBI (Mubarak & Mumtaz, 2018)
2.2-Turnover Intention
The relationships between job insecurity, co-worker support, social loafing and turnover intention,
specifically the mediating effect of turnover intention in the relationship between job insecurity,
co-worker support and social loafing was explored. It uses social exchange theory and norm of
reciprocity theory to look investigate turnover intention. Data were collected from a questionnaire
distributed to 222 restaurant employees in Mersin, Turkey. Structural equation modelling was used
to test the research hypotheses. While the mediating effect of turnover intention in both the
relationship between co-worker support and social loafing and between affective job insecurity
and social loafing is fully supported, the mediating effect of turnover intention in the relationship
between cognitive job insecurity and social loafing is only partially supported (Yilmaz, 2018)
2.3-Emotional Exhaustion
Emotional exhaustion as an attribute and dimension of job burnout is an exhaustion of an
individual’s emotions and feelings toward other people. Emotional exhaustion asserts that
individuals showing cynical attitudes have some certain beliefs. Organizations lack a solid
understanding of organizational principles and official rules are ignored by employees. Relations
are carried out depending on the individual interest. Inefficacy as a dimension of job burnout refers
to employees feeling a sense of loss in their capabilities and productiveness. Employees experience
a sense of loss when evaluating themselves and this has an impact on the organization. And these
dimensions have a significant relationship with cognitive cynicism, affective cynicism, and
behavioural cynicism (Omankhalen, 2017). The relationship between emotional exhaustion and
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work behavior should be examined together with job attitude. (Dennis & Dugguh, 2014) addressed
the importance of employees’ emotion management, whereby pleasant emotions are maintained
through a combination of conscious and unconscious efforts and, as a result, job satisfaction
increases. A recent study found that emotional exhaustion negatively affects job satisfaction in the
work place. Hence, we expected that emotional exhaustion influences job attitudes and proposed
that emotional exhaustion is negatively related to job satisfaction (Vui-yee & Pui-Yi, 2017).
2.4-Toxic Leadership and Emotional Exhaustion
The purpose behind this study is to investigate the association between workplace bullying and
workplace deviance. The mediating effect of emotional exhaustion and the moderating effect of
Toxic leadership in the relationship between workplace bullying and emotional exhaustion is also
tested. Convenience sampling is used in this study 262-textile mills employees in Pakistan
participated in the study. The results of this study showed that workplace bullying significantly
influenced workplace deviance; emotional exhaustion fully mediates the relationship between
workplace bullying and deviance. Businesses must pursue a friendly workplace environment to
save the workforce from the confrontation with workplace bullying. Furthermore, there must be
unbiased process to file the internal complaints in Pakistan. Therefore, the legislations pertaining
to it are still in the embryonic stage (Malik, 2018).
2.5-Organizational Climate
The purpose of the study is to investigate a potential preventive factor in relation to workplace
bullying. Specifically, a researcher examine how climate for conflict management (CCM) may be
related to less bullying, increased work engagement, as well as whether CCM is a moderator in
the bullying engagement relationship. The study was based on a cross-sectional survey among
employees in a transport company (N = 312). Hypotheses were tested simultaneously in a
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moderated mediation analysis which showed that bullying and job engagement were related (H1),
CCM was related to less reports of bullying (H2), CCM was related to work engagement (H3) and
that CCM was indirectly related to job engagement through bullying (H4), but only when CCM
was weak (H5). That is, CCM moderated the relationship between bullying and work engagement
.In that this relationship only existed when CCM was low. The present study contributes to theory
within this research field by showing that organizational measures may not only prevent bullying,
but may also affect how employees react when subjected to bullying. Furthermore, the effect of
climate in relation to bullying may be down to the narrow bandwidth facet of CCM. The study
informs employers how they may act to prevent bullying while also reducing the potential negative
(Einarsen, 2018)
2.6-Organizational citizenship behavior and Organizational Climate
There is an examination of how the level of procedural justice climate (PJC) in a group may reduce
or increase the impact of coaching behaviour of department managers on the organizational
citizenship behaviours (OCBs) of their subordinates in the hospitality sector. The sample consists
of 40 department 176 employees of 12 five star hotels operating in Northern Cyprus. A multilevel
analysis using hierarchical linear modelling (HLM) was utilized due to the nested nature of
employees in their corresponding departments. Effective coaching is especially more important in
departments where procedural justice climate is low. When the PJC is low, the role of effective
coaching becomes imperative for OCBs of employees. In line with the substitutes for leadership
theory, the higher levels of PJC serve as a substitute for coaching (Özduran, 2017).
2.7-Emotional Exhaustion and team cohesion
The aim of the study is to ascertain the relationship between peer leaders in sport teams and the
levels of burnout experienced by their team-mates. A total of 219 Spanish athletes involved in
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football and basketball participated in the study. To measure leadership among peers, researchers
employed the Sports Peer Leadership Scale, which comprises 24 items, grouped into 6 primary
factors: empathy, influence on decision making, sports values, social support, training orientation
and competition orientation. And to measure burnout, researcher employed the Athlete Burnout
Questionnaire, which comprises 15 items which are indicators of physical and emotional
exhaustion, devaluation and reduced sense of accomplishment among athletes. The results led to
the conclusion that there is a statistically significant negative relationship between perceived
leadership capacity and the levels of burnout experience by a team. The greater the level of
leadership capacity perceived, the lower the levels of burnout will be. (Torrado, 2017).
Chapter 3: Methodology
3.1-Sample population
The present study was collected in 2019 from the employees such as managers and senior officers
to see how work place bullying affect them which was restricted to all banks located in Lahore,
Pakistan because no such research has been conducted on workplace bullying in banks previously.
3.2-Research type
Primary quantitative approach was used in this study where data was collected from sample using
a closed ended questionnaire
3.3- Data Collection Procedure/Sample
Due to limited resources available in this research, it was difficult to get details regarding the
exact population in this study. Probability sampling techniques were not used for data collection
instead convenience sampling strategy was used for approaching employees. 400 questionnaires
were randomly distributed manually to the employees of bank and 380 responses were received.
Some questionnaires were eliminated due to incomplete responses which are 150 in number
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because they had answered “no” to all items in the workplace bullying, which indicated that they
had not experienced workplace bullying in the past six months, their questionnaires were not
included in the analysis and remaining 290 responses were used in final data analysis process.
Sources of instrumentation
This study was conducted using a 5-point Likert scale (interval scale), where 1 stands for “strongly
disagree” and 5 embodies “strongly agree” option for every variable item, except for demographics
where dichotomous and category scale was used. The questionnaire which is used in this research
has been adopted from various authentic sources to gather requisite data for the study.
3.5-Workplace bullying
Scale that has been used to measure workplace bullying was developed by Einarsen Hoel and
Notelaer in 2009. It consists of 22 items and is measured through 5-point Likert scale.
3.6-OCBI
OCBI was measured using a four-item scale adapted from Saks (2006) but originally developed
by Lee and Allen (2002).
3.7-Emotional exhaustion
Emotional exhaustion was measured using a nine-item scale adapted from JP Mulki and Fernando
Jaramillo (2006) and originally developed by Maslach and Jackson (1981) scale.
Toxic Leadership
This construct is measure using 15 items scale The Schmidt, Andrew Alexander. Development
and validation of the toxic leadership scale (ProQuest, 2008). To assess about the toxins in the
form of leading managers.
Questionnaires
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Assalam-o-Alaikum we are the student of Institute of Business & Management, UET Lahore.
We need your responses to fill this questionnaire on workplace bullying & turnover intention in
banking sector of Pakistan.
The purpose of this questionnaire is to know how workplace bullying affects our intention to
leave, emotional exhaustion and OCBI. On the basis of your answers, we hope to get a better
understanding of the factors influencing employees’ attitude towards their jobs.
This questionnaire consists of 2 sections. Section A is dedicated to personal information while
Section B is dedicated to problems faced in banks.
Bank Name:
Designation of Employee:
4.1-Section A: General Information
1. What is your gender?
Male Female
2. How old are you?
1. 18-22
2. 23-26
3. 27-30
4. 30 above
3. What is your educational status?
1. Graduate
2. Post graduate
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4. What is your working experience?
1. Less than 1 year
2. 1-5 years
3. 5-10 years
4. above 10 years
4.2-Section B: Problems Faced in Pakistan
Workplace bullying Strongly Agree Neutral Disagree Strongly
agree disagree
In my organization, someone holds
information which affects my
performance
I am being ordered to do work below my
level of competence
I find my opinions being ignored
I am being given tasks with unreasonable
deadlines
My work is monitored excessively
I am pressurized not to claim something
to which by right
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I am entitled (e.g., sick leave, holiday
entitlement, and travel expenses) in my
organization
I am usually being exposed to an
unmanageable workload
I am usually being humiliated or
ridiculed in connection with my work
My key areas of responsibility are usually
removed or replaced with more trivial or
unpleasant tasks
Gossip and rumors about me are usually
being spread in my organization
In my organization, I am being ignored or
excluded
Insulting or offensive remarks are being
made about me or my attitudes or your
private life
I am being hinted or signaled from others
that I should quit my job
I receive reminders of my errors or
mistakes repeatedly
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I am being ignored or faced with a hostile
reaction when I approach to anyone in my
organization
I am practically being joked out by
people I don’t get along with in my
organization
Allegations are made against me in my
organization
I am subjected to excessive teasing and
sarcasm in my organization
I am shouted at or targeted of
spontaneous anger in my organization
I am the victim of intimidating behaviors
such as finger pointing, invasion of
personal space, shoving, blocking your
way in my organization
I received threats of violence or physical
abuse or actual abuse in my organization
Individual organization citizenship Strongly Agree Neutral Disagree Strongly
behavior scale agree disagree
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I willingly give my time to help others
who have work-related problems
I adjust my work schedule to
accommodate other employees’ requests
for time off
I give up time to help others who have
work or non-work problems
I assist others with their duties
Turnover intention (Intention to Strongly Agree Neutral Disagree Strongly
leave) agree disagree
I often think of leaving this organization
It is very possible that I will look for a
new job soon
If I may choose again, I will choose to
work for the current organization
Emotional exhaustion Strongly Agree Neutral Disagree Strongly
agree disagree
I feel emotionally drained from my
work.
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I feel fatigued when I get up in the
morning and have to face another day
on the job.
I feel burned out from my work.
I feel frustrated by my job.
I feel used up at the end of the
workday.
I feel like I'm at the end of my rope.
I feel I am working too hard on my
job.
Working with people all day is really
a strain for me
Working directly with people directly
puts too much stress on me.
Organizational climate. Strongly Agree Neutral Disagree Strongly
agree disagree
In my opinion an individual’s creative
ability is respected in this organisation
People in this organisation are
rewarded for creativity and innovation
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New ideas are always encouraged and
rewarded in this organization
The best way to get along in this
organisation is to think the way the
rest of the group thinks
People in this organisation generally
feel challenged by their work
There is free and open communication
within this organization
Team cohesion. Strongly Agree Neutral Disagree Strongly
agree disagree
If there were a chance, most of the
members of this team would join other
teams
The members of this team are able to
cooperate with each other.
Members of the team will defend each
other toward critiques from outside
parties
Members of the team really feel like a
part of the team
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The members of the team always look
forward to meeting each other every
day
Members of the team usually are not
able to cooperate with each other.
Members of the team enjoy being a
member because they have many
friends in the team.
Toxic leadership. Strongly Agree Neutral Disagree Strongly
agree disagree
Drastically changes his/her demeanor
when his/her supervisor is present
Will only offer assistance to people
who can help him/her get ahead
Accepts credit for successes that do
not belong to him/her
Holds subordinates responsible for
things outside their job descriptions
Publicly belittles subordinates
Reminds subordinates of their past
mistakes and failures
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Allows his/her current mood to define
the climate of the workplace
Expresses anger at subordinates for
unknown reasons
Varies in his/her degree of
approachability
Has a sense of personal entitlement
Thinks that he/she is more capable
than others
Believes that he/she is an
extraordinary person
Controls how subordinates complete
their task
Does not permit subordinates to
approach goals in new ways
Determines all decisions in the unit
whether they are important or not
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Chapter 4: Results
Data analyses tools
In order to analyze this cross-sectional data, multiple tests were run. Initially researchers run
descriptive tests for examining normality of data. Later reliability tests were performed for
testing inter-item correlations. Regression was run using preacher and Hayes process model
Reliability
Reliability of Questionnaire means that its items are consistent and are measuring the same
underlying issue in all the cases. It is believed that a questionnaire having more items is more
reliable than a questionnaire having fewer items. However, this is not a rule. For this, a value called
cronbach’s alpha is calculated to measure the consistency of the items of the questionnaire. The
instrument used comprises 66 questions pertaining 7 variables which are workplace bullying (22),
Individual organizational citizenship behavior (4), toxic leadership (15), organizational Climate
(6), emotional exhaustion (9) and team cohesion (7). For all variables used in the research, the
values of Cronbach alpha were greater than .70, which is acceptable for confirming the reliability
of our instrument (Nunally, 1994). Cronbach’s alpha test shows that all variables are above 0.07
so the reliability score of our data is best.
Cronbach Alpha test
Variable N Cronbach’s Alpha
WB 22 .988
EE 9 .964
OCBI 4 .832
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TI 3 .898
OC 6 .952
TL 15 .981
TC 7 .962
The workplace bullying had a Cronbach alpha coefficient of .988. The emotional exhaustion had
a Cronbach alpha coefficient of .964. The OCBI had a Cronbach alpha coefficient of .832. The
turnover intention had a Cronbach alpha coefficient of .898. The team cohesion had a Cronbach
alpha coefficient of 0.962. The organizational climate had a Cronbach alpha coefficient of 0.952.
Finally, the toxic leadership had Cronbach alpha coefficient of .962. Since the Cronbach’s alpha
values of all the constructs shown in the above variables are within the accepted level so the
instruments used are considered acceptable, reliable, relevant to the research topic and consistent.
Data Analysis and Results
Descriptive statistics include the composition of data by showing the frequency distribution and
comparison of means based upon demographics.
Demographic Profile of respondents
The demographic information of the respondents revealed that an average age of the respondents
is in the category from 23 to 26 years, consisting of 32.6% of the sample. Whereas, least number
of respondents fall in a category “18-22”, consisting of only thirteen employees. Gender
distribution of the study illustrated that most of the respondents were Male (56%). Whereas,
females were (44%) of the sample. Educational qualification depicted that majority of the
banking employees (86.6%) fall in post graduate level whereas, small number of respondents
(13.4%) fall in graduate. Working experience depicted that majority of the banking employees
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have an experience of 1-5 years (52.2%) whereas, small number of respondents have working
experience of less than 1 year which is (7.2%)
Gender of Respondents
Gender Frequency Percentage
Male 163 56
Female 128 44
Total 291 100
Age of Respondents
Age Frequency Percentage
18-22 13 4.5
23-26 95 32.6
27-30 115 39.5
30 above 68 23.4
Total 291 100
Education of Respondents
Education Frequency Percentage
Graduate 39 13.4
Post Graduate 252 86.6
Total 291 100
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sn
Experience Frequency Percentage
Less than 1 year 21 7.2
1-5 years 152 52.2
5-10 years 69 23.7
10 above 49 16.8
Total 291 100
Normality Test
Normal data is well-balanced and well spread out and that it does not concentrate in a particular
range. The normality tests can be tested through graphical test and numerical test. The graphical
test includes:
Histogram Normal Curve
 Stem and leave Display
 Box-Plot
 Normal Probability Plot (Garson, G. Devid, 2012).
The normality numerical test includes:
 Skewness test
 Kurtosis test
 Kolmogorov-Simirnov Test
 Shapiro- Wilk Test (Garson, G. Devid, 2012).
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Histogram with Normal Curve
Histogram Normal curve has been used to test normality of data. Data of each variable used in the
research has been tested with the help of Histogram Normal Curve (Pearson, K. 1895).
Workplace bullying
Workplace bullying is one of the independent variables being used in this research. The graph
below has been drawn by keeping frequencies on y-axis and workplace bullying on x-axis. As the
curve is bell-shaped, it can be concluded that the data is normal and is not skewed to either side of
the axis. The mean of the data is 2.98 and standard deviation is 0.819. Since standard deviation is
very small, data does not vary significantly.
Emotional Exhaustion
Emotional exhaustion is mediating variable of this research. The graph of the data about emotional
exhaustion shows has been drawn below. It shows that the data is normal as the curve is bell-
shaped and has nearly an equal amount of data on either side of its mean. Mean is 2.95 and standard
deviation is 0.67.
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Organizational citizenship behavior
Organizational citizenship behavior has been taken on x-axis and frequency has been taken on y-
axis. The mean value is 3.13 and standard deviation is 0.671. The graph shows that the data is
normal as the curve is well spread out on either side of the mean.
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Organizational climate
Mean of the data on organizational climate to quit is 3.05 and standard deviation is 0.784. Data is
normal.
Toxic leadership
Mean of the data about toxic leadership is 3.05 and standard deviation is 0.788. Bell-shaped curve
indicates that the data is normal. The curve shows that almost half of the data is falling on right
hand side of the x-axis and the other half on the left hand side of the x-axis.
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Team cohesion:
Data on employee trust is also normal. Mean is 3.00 and standard deviation is 0.806. The curve is
in the middle of the plane and hence is normal.
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Turnover Intention:
Turnover intention is dependent variable the mean is 3.00 and the standard deviation is 0.822. The
graph shows the data is normal.
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Skewness test
Value of skewness helps in determining whether the data is normal or skewed. Value of skewness
must fall between -1 to +1. Otherwise, data will not be normal. Value of skewness regarding the
variable workplace bullying is .608, value of the emotional exhaustion is -.028, value of OCB is
.101, value of organizational climate is .114, value of toxic leadership is .110, value of team
cohesion is .167and value of turnover intention is .268. All of these values lie between +1 and -1
and hence they show that data of the said variables is normal.
Skewness
Variables N Statistic Standard error
WB 291 .608 .143
OC 291 .114 .143
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TC 291 .167 .143
TI 291 .268 .143
EE 291 -0.28 .143
TL 291 .110 .143
OCB 291 .-.101 .143
Kurtosis
Value of kurtosis also helps in determining whether the data is normal or not. Value of kurtosis
must fall between -2 to +2. Otherwise, data will not be normal. Value of Kurtosis regarding the
variable workplace bullying is 0.53, value of the emotional exhaustion is -.739 value of OCB is -
0.15, value of organizational climate is -.733, value of toxic leadership is -.782 value of team
cohesion is -.684 and value of turnover intention is -.544. All of these values lie between +2 and -
2 and hence they show that data of the said variables is normal.
Kurtosis Test
Variables N Statistic Standard error
WB 291 0.53 .285
OC 291 -.733 .285
TC 291 -.684 .285
TI 291 -.544 .285
EE 291 -.739 .285
TL 291 -.782 .285
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Correlation Matrix
Correlation
Variables WPB EE OCB OC TL TC TI
WPB
EE .717
OCB .588 .660
OC .667 .759 .611
TL .689 .792 .602 .970
TC .668 .765 .614 .707 .734
TI .657 .753 .614 .697 .721 .990
The Pearson correlation was tested among workplace bullying, emotional exhaustion,
organizational citizenship behavior, organizational climate, toxic leadership, team cohesion,
turnover intension. The correlation among the same variable should be equal to one (Mahdavi &
Babak, 2012). The correlation coefficients between the same variable is equal to one. Workplace
bullying has strong positive correlation with emotional exhaustion. (r=0.717), moderate positive
correlation with organizational citizenship behavior (r=0.588), strong positive correlation with
organizational climate (r=0.667), strong positive correlation with toxic leadership (r=0.668),
moderate positive correlation with team cohesion (r=0.657) and moderate positive correlation with
turnover intension (r=0.657). Emotional exhaustion has strong positive correlation with workplace
bullying (r=0.717), strong positive relation with organizational citizenship behavior (r=0.660),
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strong positive correlation with organizational climate (r=0.759), strong positive correlation with
toxic leadership (r=0.792), strong positive correlation with team cohesion (r=0.765), strong
positive correlation with turnover intension (r=0.753). Organizational citizenship behavior has
moderate positive correlation with workplace bullying (r=0.588), strong positive correlation with
emotional exhaustion (r=0.660), moderate positive correlation with organizational climate
(r=0.611), moderate positive correlation with toxic leadership (r=0.602), moderate positive
correlation with team cohesion (r=0.614), moderate positive correlation with turnover intention
(r=0.614).Organizational climate has strong positive correlation with workplace bullying
(r=0.667), strong positive correlation with emotional exhaustion (r=0.759), moderate positive
relation with organizational citizenship behavior (r=0.611), strong positive correlation with toxic
leadership (r=0.970), strong positive correlation with team cohesion (r=0.707), strong positive
correlation with turnover intension (r=0.697). Toxic leadership has strong positive correlation with
workplace bullying (r=0.689), strong positive correlation with emotional exhaustion (r=0.792),
moderate positive relationship with organizational citizenship behavior (r=0.602), strong positive
correlation with organizational climate (r=0.970), strong positive correlation with team cohesion
(r=0.734), strong positive correlation with turnover intension (r=0.721). Team cohesion has
moderate positive correlation with workplace bullying (r=0.657), strong positive correlation with
emotional exhaustion (r=0.765), moderate positive correlation with organizational citizenship
behavior (r=0.614), strong positive correlation with organizational climate (r=0.707), strong
positive correlation with toxic leadership (r=0.734), strong positive correlation with toxic
leadership (0.734), strong positive correlation with turnover intension (r=0.990). Turnover
intension has moderate positive correlation with workplace bullying (r=0.657), strong positive
correlation with emotional exhaustion (r=0.753), moderate positive correlation with organizational
Page | 34
citizenship behavior (r=0.614), strong positive correlation with organizational climate (r=0.697),
strong positive correlation with toxic leadership (r=0.721), strong positive correlation with
turnover intension (r=0.990).
Hypotheses Testing
Hypotheses have been tested with the help of multiple and linear regression equation. If P-value
is less than .05, then the alternative hypothesis is accepted and the relationship is significant
(Lehmann, E.L. & Romano, Joseph, P., 2005).
Participative Management and Employee Trust
H1: There is a significant effect of workplace bullying on emotional exhaustion
Model Summary
Model R R square Adjusted R St. error of
square estimate
1 .717 0.514 0.512 .46832
The model summary of table shows R, R square, Adjusted R square and standard error of the
estimate. R indicates correlation between independent variable and dependent variable. R value is
.717. The R square shows variation explained by independent variable on dependent variable, R
square is also called coefficient of determination. In this table R square is equal to .0514which
shows that 71.7 % variance in emotional exhaustion is explained by workplace bullying.
Page | 35
Anova
Model Sum of Df Mean square f Sig
squares
Regression 66.965 1 66.965 305.323 .000
Residual 63.385 289 .219
Total 188.549 290
ANOVA analysis is used to check if the model is significant or not. The ANOVA table shows
that independent variables (workplace bullying) statistically significantly predict the dependent
variables (emotional Exhaustion). The P-value of model is .000 which is less than the 0.05 (t <
.000, p < 0.05). It shows that there is a valid model. Therefore, significant relationship exists
between workplace bullying and emotional Exhaustion
Coefficients
Model B Std.error Beta t Sig
Constant 1.208 .104 11.649 .000
WPB .587 .034 .717 17.473 .000
The regression analysis performed for testing the effect of workplace bullying on emotional
exhaustion is shown in above table. Results describes that there is highly significant relationship
of workplace bullying and emotional exhaustion. Value showing one unit change in workplace
bullying will bring 0.58 unit change in emotional exhaustion
Page | 36
H2: There is a significant effect of emotional exhaustion on turnover intention.
Model Summary
square estimate
1 .753 0.568 0.566 .54157
square is also called coefficient of determination. In this table R square is equal to .0568 which
shows that 75.3 % variance in turnover intention is explained by emotional exhaustion
Anova
Model Sum of df Mean f Sig
squares square
Regression 111.236 1 111.236 379.261 .000
Residual 84.763 289 .293
Total 195.998 290
ANOVA analysis is used to check if the model is significant or not. The ANOVA table shows that
independent variables (emotional exhaustion) statistically significantly predict the dependent
variables (turnover intention). The P-value of model is .000 which is less than the 0.05 (t < .000,
Page | 37
p < 0.05). It shows that there is a valid model. Therefore, significant relationship exists between
emotional Exhaustion and turnover intention
Coefficients
Constant .268 .144 1.867 .000
EE .924 .047 .753 19.475 .000
The regression analysis performed for testing the effect of emotional exhaustion on turnover
intention is shown in above table. Results describes that there is highly significant relationship of
emotional exhaustion and turn over intention. Value showing one unit change in emotional
exhaustion will bring 0.924 unit change in turnover intention.
H3: There is a significant effect of workplace bullying on OCBI.
Model Summary
square estimate
1 .588 0.345 0.343 .54350
shows that 58 % variance in OCB is explained by workplace bullying
Page | 38
Anova
squares square
Regression 45.048 1 45.048 152.508 .000
Residual 85.368 289 .295
Total 130.415 290
ANOVA analysis is used to check if the model is significant or not. The ANOVA table shows
that independent variables (workplace bullying) statistically significantly predict the dependent
variables (OCBI). The P-value of model is .000 which is less than the 0.05 (t < .000, p < 0.05).
It shows that there is a valid model. Therefore, significant relationship exists between workplace
bullying and OCBI
Coefficients
Constant .1697 .120 14.104 .000
WPB .481 .039 .588 12.349 .000
The regression analysis performed for testing the effect of workplace bullying on OCBI is shown
in above table. Results describes that there is highly significant of workplace bullying and OCBI.
Value showing one unit change in workplace bullying will bring 0.481 unit change in OCBI
Page | 39
H4: There is a significant effect OCBI on turnover intention.
Model Summary
square estimate
1 .614 0.377 0.375 .65000
shows that 61.4% variance in turnover intention is explained by OCBI
Anova
Model Sum of df Mean F Sig
squares square
Regression 73.897 1 73.897 174.906 .000
Residual 122.101 289 .422
Total 195.988 290
independent variables (OCBI) statistically significantly predict the dependent variables (turnover
Page | 40
intention). The P-value of model is .000 which is less than the 0.05 (t < .000, p < 0.05). It shows
that there is a valid model. Therefore, significant relationship exists between OCBI and turnover
intention
Coefficients
Constant .642 .182 3.523 .000
OCB .753 .057 .614 13.225 .000
The regression analysis performed for testing the effect of OCBI on turnover intention is shown in
above table. Results describes that there is highly significant of OCBI and turnover intention.
Value showing one unit change in OCBI will bring 0.753 unit change in turnover intention
H5: There is a significant effect OCBI on team Cohesion.
Model Summary
square estimate
1 .614 0.377 0.375 .65000
shows that 61.4% variance in team cohesion is explained by OCBI
Page | 41
Anova
squares square
Regression 71.056 1 71.056 174.779 .000
Residual 117.493 289 .407
Total 185.549 290
independent variables (OCBI) statistically significantly predict the dependent variables (team
cohesion). The P-value of model is .000 which is less than the 0.05 (t < .000, p < 0.05). It shows
that there is a valid model. Therefore, significant relationship exists between OCBI and team
cohesion
Coefficients
Constant .692 .179 3.874 .000
OCB .738 .056 .614 13.220 .000
The regression analysis performed for testing the effect of OCBI on team cohesion is shown in
above table. Results describes that there is highly significant of OCBI and team cohesion. Value
showing one unit change in OCBI will bring 0.738 unit change in team cohesion
Page | 42
H6: There is a significant effect of workplace bullying on turnover intention.
Model Summary
square estimate
1 .657 0.431 0.429 .62116
shows that 65.7 % variance in turnover intention is explained by workplace bullying.
Anova
Model Sum of Df Mean f Sig
squares square
Regression 84.492 1 84.492 218.983 .000
Residual 111.507 289 .386
Total 195.988 290
independent variables (workplace bullying) statistically significantly predict the dependent
variables (turnover intention). The P-value of model is .000 which is less than the 0.05 (t < .000,
Page | 43
p < 0.05). It shows that there is a valid model. Therefore, significant relationship exists between
workplace bullying and turnover intention
Coefficients
Constant 1.035 .138 7.530 .000
WB .659 .045 .657 14.798 .000
The regression analysis performed for testing the effect of workplace bullying turnover intention
is shown in above table. Results describes that there is highly significant of workplace bullying
and emotional exhaustion. Value showing one unit change in workplace bullying will bring 0.659
unit change in turnover intention
Page | 44

Workplace Bullying & Turnover Inention Through Mediating Roles of Organiztional Citizenship Behaviour & Emotional Exhaustion

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WORKPLACE BULLYING & TURNOVER INENTION THROUGH MEDIATING ROLES OF ORGANIZTIONAL CITIZENSHIP

BEHAVIOUR & EMOTIONAL EXHAUSTION

Workplace Bullying & Turnover Intention through mediating role of

Organizational Citizenship Behaviour & Emotional Exhaustion

Ma’am Maryam Farooq

Zia-ud-Din………BBA FALL 15 105

Roshane Zainab.…BBA FALL 15 022

Esha Ali................BBA FALL 15 047

University of Engineering & Technology Lahore

Institute of Business & Management

would give employees the opportunity to balance their work-life.

Key Words: Emotional, Exhaustion & Organizational Citizenship Behavior

establish a negative relationship of bullying on organizational citizenship behavior and reasoned

assessment of instigated workplace incivility. Additionally, future researchers may consider

performance of an organization as well. There is a lack of research done on workplace bullying in

adapting techniques expanded deliberateness counterproductive behavior. Similarly, (Einarsen’s,

climate which used to be never performed earlier than.

 What is the impact of Workplace Bullying on Intention to Leave (IL), Organizational

Citizenship Behavior (OCB)?

 How emotional exhaustion and Organizational citizenship behavior mediate the

relationship between the studied variables?

 Does toxic leadership predict organizational citizenship behavior

Workplace Turn over intention

OCBI Team Cohesion

mediating effect of emotional exhaustion.

 To investigate the moderating effect of organizational climate on relationship between

emotional exhaustion and turnover intention.

 To investigate the moderating effect of organizational climate on relationship between

OCBI and turnover intention.

 To investigate the moderating effect of toxic leadership on relationship between

emotional exhaustion and turnover intention.

mediating effect of individual organizational citizenship behavior

 To investigate the moderating effect of toxic leadership on relationship between

emotional exhaustion and turnover intention.

 To investigate the moderating effect of toxic leadership on relationship between

organizational citizenship behavior and turnover intention.

mediating effect of organizational citizenship behavior.

 There is a significant relationship between workplace bullying and turnover intention

under mediating effect of emotional exhaustion.

 There is a significant relationship between workplace bullying and turnover intention

being mediated by OCBI.

 There is a significant impact on moderating effect of organizational climate, relationship

between emotional exhaustion and turnover intention.

 There is a significant impact on moderating effect of organizational climate, relationship

between OCBI and turnover intention.

 There is a significant impact of moderating effect of toxic leadership on relationship

between emotional exhaustion and turnover intention.

mediating effect of individual organizational citizenship behavior

 There is a significant moderating effect of toxic leadership on relationship between

emotional exhaustion and turnover intention.

 There is significant moderating effect of toxic leadership on relationship between

organizational citizenship behavior and turnover intention.

Chapter 2: Literature Review

2.1-Workplace Bullying and Organizational Citizenship Behavior

citizenship behavior—individual (OCBI). Using a quantitative research method, data were

through mediating effect of OCBI (Mubarak & Mumtaz, 2018)

Emotional exhaustion as an attribute and dimension of job burnout is an exhaustion of an

2.4-Toxic Leadership and Emotional Exhaustion

to it are still in the embryonic stage (Malik, 2018).

employees in a transport company (N = 312). Hypotheses were tested simultaneously in a

2.6-Organizational citizenship behavior and Organizational Climate

or increase the impact of coaching behaviour of department managers on the organizational