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A STUDY ON WORKPLACE VIOLENCE FACTORS IN
UNIVERSITY UTARA MALAYSIA
A thesis submitted to College of Business
in partial fulfillment of the requirements for the degree of
Master of Human Resource Management
University Utara Malaysia
By:
Mohammad Ahmad Mohammad Hussain
Mohammad Ahmad Hussain, May 2009. All Rights Reserved
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ACKNOWLEDGEMENT
In the name of Allah, the Most Merciful and Most Compassionate.
First, I would like to express my appreciation to Allah, the Most Merciful and, the
Most Compassionate who has granted me the ability and willing to start and complete
this study. I do pray to His Greatness to inspire and enable me to continue the work
for the benefits of humanity.
I would like to extend my heartfelt appreciation and deep gratitude to my project
supervisor, Assoc.Prof Dr. Husna Johari, who had provided continuous guidance,
encouragement, support and advice in assisting me to complete this research paper.
Her remarkable ways and professionalism in explaining and guiding me throughout
the completion of this research has allowed me to see things in a more rational and
critical view. I am also grateful for the encouragement that I received from my family,
especially my Dad, Mom, Brothers and Sisters. Their outstanding patience and
unconditional love in supporting my quest and love for education has been
extraordinary.
Special thanks my dearest friend Choo, who had given time, understanding and
support through all the phases of this research, Thank you.
Finally, I wish to thank my dearest friends Anas, Ammar, Yasser, Hussain, Paramjeet
and my lecturers in University Utara Malaysia, for all their help.
Thank you
Mohammad Ahmad HussainCollege of Business
University Utara Malaysia
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DECLERATION
The author is responsible for the accuracy of all opinion, technical comment, factual
report, data, figures, illustrations and photographs in this dissertation. The author bears
full responsibility for the checking whether material submitted is subject to copyright or
ownership right. UUM does not accept any liability for the accuracy of such comment,
report and other technical and factual information and the copyright or ownership rights
claims.
Mohammad Ahmad Mohammad Hussain
College of Business
University Utara Malaysia
06010, Sintok
Kedah, Darul Aman, Malaysia
11th, May 2009
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PERMISSION TO USE
In presenting this thesis in partial fulfillment of the requirements for a postgraduate
degree from the University Utara Malaysia, the author agree that the University Library
may make it freely available for inspection. The author further agree that permission for
copying of this thesis in any manner in whole or in part, for scholarly purposes may be
granted by my supervisor or in their absence by the Dean of the Graduate School. It is
understood that any copying or publication or use of this thesis or parts thereof for
financial gain shall not be allowed without my written permission. It is also understood
that due recognition shall be given to me and to University Utara Malaysia for any
scholarly use which may be made of any material from my thesis. Requests for
permission to copy or to make other use of materials in this thesis, in whole or in part,
should be addressed to:
Dean of Postgraduates and Research
College of Business,
University Utara Malaysia,
06010 Sintok,
Kedah Darul Aman, Malaysia.
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ABSTRAK
Kajian ini dijalankan untuk mengkaji perhubungan antara persekitaran tempat kerja,
perhubungan antara rakan sekerja serta gaya pengurusan dengan keganasan di tempat
kerja di Universiti Utara Malaysia. Pemboleh ubah bebas ialah keganasan di tempat kerja
manakala pemboleh ubah terikat ialah persekitaran tempat kerja, perhubungan rakan
sekerja dan gaya pengurusan.
Kajian ini dijalankan secara kuantitatif di mana data-data diperoleh melalui kajian
pengedaran borang soal selidik kepada 102 respondent yang berada di peringkat
pengurusan dan dipilih secara rawak di institusi pengajian awam di negeri Kedah. Data
yang dikutip dianalisa dengan menggunakan perisian SPSS (Statistical Package for Social
Science) versi 16.0.
Hasil kajian menunjukkan perhubungan yang siknifikan antara pemboleh ubah bebas
iaitu persekitaran kerja dan pemboleh ubah terikat iaitu keganasan di tempat kerja.
Manakala dua pemboleh ubah bebas yang lain iaitu perhubungan antara rakan sekerja dan
gaya pengurusan didapati tidak ada perhubungan yang siknifikasi dengan keganasan di
tempat kerja.
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ABSTRACT
The main purpose of this study is to examine is there any relationship between
working environment, co-worker relationship, and management style and workplace
violence in University Utara Malaysia. The dependent variable is workplace violence.
The independent variables are working environment, co-worker relationship, and
management style.
This study is conducted quantitatively where data is collected through distribution
of questionnaires to 102 respondents of employees of the managerial level and selected
randomly in a public learning institution in Kedah. The data that have been collected
were processed using SPSS (Statistical Package for Social Science) 16.0 software.
The findings show that there is a positive significant relationship between
working environment and the workplace violence, while the other factors, co-worker
relationship and management style, shows no relationship with the workplace violence.
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TABLE OF CONTENT
PAGE
PERMISSION TO USE i
DECLERATION ii
ABSTRAK iii
ABSTRACT iv
TABLE OF CONTENT v
LIST OF TABLES ix
LIST OF FIGURES x
CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION 1
1.2 PROBLEM STATEMENT 3
1.3 RESEARCH QUESTIONS 4
1.4 RESEARCH OBJECTIVES 5
1.5 SIGNIFICANCE OF THE STUDY 5
1.6 DEFINITION OF KEY TERMS 7
1.6.1 Workplace Violence 7
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1.6.2 Management Style 8
1.6.3 Working Environment 8
1.6.4 Co-Worker Relationships 8
1.7 CONCLUSION 8
CHAPTER 2
LITRETURE REVIEW
2.1 INTRODUCTION 9
2.1.1 Types of workplace violence 11
2.2 CASUAL FACTORS OF WORKPLACE VIOLENCE 13
2.2.1 Social learning theory 14
2.2.2 Working Environment 16
2.2.3 Management Style 19
2.2.4 Co-workers relationships 21
2.3 PREVENTION OF VIOLENCE AT WORKPLACE 23
2.4 RESEARCH FRAME WORK 25
2.5 JUSTIFICATION OF HYPOTHESES 27
2.5.1 Hypothesis 1 27
2.5.2 Hypothesis 2 27
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2.5.3 Hypothesis 3 28
2.6 CONCLUSION 28
CHAPTER 3
RESEARCH METHODOLOGY
3.1 INTRODUCTION 29
3.2 RESEARCH DESIGN 29
3.3 SOURCES OF DATA 30
3.3.1 Primary Data 30
3.3.2 Secondary Data 30
3.4 SAMPLING DESIGN 31
3.5 UNIT ANALYSIS 32
3.6 ORGANIZATION BACKGROUND 32
3.7 DATA COLLECTION METHOD 33
3.8 MEASUREMENT 33
3.8.1 Questionnaire 33
3.9 DATA ANALYSIS TECHNIQUES 35
3.9.1 Frequency Distribution 35
3.9.2 Reliability Analysis 35
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3.9.3 Hypothesis Testing 36
3.9.4 Pearson Correlation Coefficient 36
3.10 PILOT TEST 37
3.11 CONCLUSION 39
CHAPTER 4
RESULTS AND FINDINGS
4.1
INTRODUCTION 40
4.2 SAMPLE CHARACTERISTICS 404.3 SAMPLE PROFILE (RESPONDENTS PROFILE) 414.4 RELIABILITY ANALYSIS 424.5 DESCRIPTIVE STATISTICS 444.6 RESTATEMENT OF HYPOTHESIS 444.7 TEST OF HYPOTHESES 454.8 CONCLUSION 48
CHAPTER 5
DISCUSSION, RECOMMENDATION, AND CONCLUSION
5.1 INTRODUCTION 495.2 RECAPITULATION OF THE STUDY 505.3 DISCUSSION 51
5.3.1 Research Question One 52
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5.3.2 Research Question Two 55
5.3.3 Research Question Three 56
5.4 THEORETICAL IMPLICATIONS 57
5.5 PRACTICAL IMPLICATIONS 58
5.6 LIMITATIONS 59
5.7 RECOMMENDATION FOR FUTURE STUDIES 59
5.8 CONCLUSION 60
REFERENCES 62
APPENDICES
LIST OF TABLES PAGE
Table 2.1: Situations of violence that occur inside and outside the workplace 11
Table 3.1: The layout of the questionnaires 34
Table 3.2: The Range and Interpretation of Cronbachs Alpha Value 37
Table 3.3: Cronbachs Alpha for Pilot Test 38
Table 4.1: Responses Rate 40
Table 4.2: Respondents Profile 41
Table 4.3: Reliability Analysis 43
Table 4.4: Descriptive Statistics of the Dependent and Independent Variables 44
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Table 4.5: Inter Correlations for Major Variables 46
Table 5.1: A Summary of Results of Hypotheses Testing 51
LIST OF FIGURES PAGE
Figure 2.1: Workplace Violence Model Framework 26
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CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION
Historically, managers did not give violence any attention and they consider it
as a personal matter. Their excuse was that any problem happen with the employee is
not their problem, or it is too risky to handle it, or it is hard to identify the victim.
However, nowadays, managers begin to give the subject more and more attention.
They knew that violence have its effects on the employees and on the organization as
a whole, and it will cost too much by ignoring. Broadly defined, workplace violence
includes physical assault, threatening behavior and verbal abuse (Whitmore &
Kleiner, 1999).
Violence at workplace reveals abroad interest in issues surrounding violence at
work. However, workplace violence is not merely an episodic problem created by
deranged persons, but it is highly complex issue, rooted in wider social, economic,
organizational and cultural factors. Violence at work is increasingly becoming a cause
for concern within the organizations.
Workplace violence can strike anywhere, and no one is immune. Some
workers, however, are at increased risk. Among them are workers who exchange
money with the public; deliver passengers, goods, or services; or work alone or in
small groups, during late night or early morning hours, in high-crime areas, or in
community settings and homes where they have extensive contact with the public.
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Violence at workplace does not come from nothing, it generates from small incidents
that happened. Violence in the workplace not only affects the victims, but also co-
workers who may feel angry, fearful, stressed, and depressed as a result. Workplace
violence is sometimes caused by a laid-off employee, an estranged spouse, or a
stressed-out worker (Johnson, Lewis, & Gardner, 1995).
Violence can be generated from inside the organization or from the outside.
Often it occurs because of the surrounding environment. It can occur inside or outside
the workplace and can range from threats and verbal abuse to physical assaults and
homicide, one of the leading causes of job-related deaths. On 31 March 1986 at the
California State Employment Development Department in Garden Grove, California,
an employee who was upset with his supervisor and wanted a transfer shot and killed
the supervisor and then himself (Johnson, Lewis, & Gardner, 1995).
Violence has many faces, some of which are far more covert than actual
physical assault and encompasses sexual harassment, bullying and carefully veiled
intimidation and isolation (Corney, 2008). Workplace violence continues to be
considered a prevalent problem for organizations. Its effects include lowered
productivity, increased employee stress and absenteeism (Corney, 2008), lawsuits,
increased insurance premiums, tarnished reputations (e.g., Atkinson, 2000), reduced
customer satisfaction (Walkup, 1999), and costly property damage. Business is
frequently a battlefield, with employees waging war against each other.
According to McCune (1999), three people are murdered in the workplace
every day in the USA, while an estimated 1 million workers 18,000 a week are
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assaulted each year. In addition to the direct costs (medical and legal) of workplace
violence, related costs also include a decline in company morale and consequent loss
of productivity, increased absenteeism, higher employee turnover, and damage to a
companys credibility and reputation (Carll, 1999).
1.2 PROBLEM STATEMENT
Apparently, workplace violence has caused increment of unnecessary
expenditure in organization such as lower productivity, higher absenteeism and
turnover, higher insurance cost and lawsuits. With the current global economics
falling, management is zooming into organization effectiveness and minimizing the
operating cost in order to stay competitive in the market. Besides that, employees are
expecting the employer to provide a safe working environment for them. Those
companies that meeting employees expectation will be a focus for the talents and
become an employer of choice.
The occurrence of workplace violence is not usual; to be more specific those
who are working in the public sector are much more exposed to the violence. Staff in
these occupations frequently deal with the public under stressful circumstances and
often consider violence as an inevitable part of their jobs (McGrath & Goulding,
1996). This research is intended to examine the relationship between management
style, working environment and co-workers relationship on workplace violence in
University Utara Malaysia (UUM) and how these factors has the impact on
employees.
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Many researchers have done among different countries to find out which
factors could contribute to more violence inside the organizations. Factors like stress,
working environment, organizational structure, co-worker relationshipetc.
(Johnson, Lewis, & Gardner, 1995). Accordingly, this research examines the impact
of the organizational structure and supervisor interactions, environmental working
conditions, and co-workers relationships in organization. People perceive behavior
differently, so what one employee sees as threatening, another will describe as merely
annoying. The causes of violence also vary enormously from one situation to another.
In other words, to examine the relationship between the factors and the workplace
violence (McGrath & Goulding, 1996).
The working environment, the nature of the employees relationship, and the
structure of the organization can all generate any type of workplace violence.Workplace violence is not only a crisis that can be classified as a strictly localized
only in our country. Rather, violence in the workplace is a global problem that
transcends the boundaries of a particular country, work setting, or occupational group
(Chappell and DiMartino, 1998).
1.3 RESEARCH QUESTIONS
This research was conducted to find the relationship of the independent
variables, which are working environment, organizational structure, and co-workers
relationships with the dependent variable, which is the arise of violence in the
workplace. This research intends to answer the following questions:
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1) Is there any relationship between working environment conditions and theextent of workplace violence in UUM
2) Is there any relationship between management style and the extent ofworkplace violence in UUM
3) Is there any relationship between co-workers relationships and the extent ofworkplace violence in UUM
1.4 RESEARCH OBJECTIVES
The main objective of the study is to examine which among variables
contributes to workplace violence and which attributes drive management toward
decrease the violence level in the organization. Specifically, the objectives of this
study are listed below:
To examine whether working environment conditions affects the extent ofworkplace violence in UUM.
To examine whether management style affects the extent of workplaceviolence in UUM.
To examine whether co-workers relationships affects the extent of workplaceviolence in UUM.
1.5 SIGNIFICANCE OF THE STUDY
The significance of this study can contribute many advantages to many parties
such as corporations, regulators, policy makers, and the analytical and empirical
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researches. This research can open the eye of the managers pertaining to this subject.
Although there are many studies have been conducted pertaining to this subject on the
factors that can contribute to the violence in workplace. According to Johnson, Lewis,
& Gardner (1995), workplace violence is sometimes caused by a laid-off employee,
an estranged spouse, or a stressed-out worker. However, this study will be more
detailed on certain factors that could contribute to workplace violence. Moreover,
further studies done by researchers found that uncertainty and fear caused by
organizational change led to more aggressive acts of violence such as intimidation,
humiliation and bullying of employees by managers, ultimately leading to the end of
participants careers (Bryant & Cox, 2003).
This study will improve the management understanding on which factors that
could affect the workplace violence, increase their information above this area via
providing additional evidence on workplace violence, and ultimately attempting to
prevent the workplace violence in the organization. Historically managers tried to
avoid dealing with these kinds of issues, however, this study aimed to provide the
management a comprehensive view on workplace violence and views workplace
violence as a workplace issue that warrants serious attention.
It will also give the employees a better view of how workplace violence can
happen and hence minimizing the level of their involvement.
Furthermore, this study can provide the organization an awareness about the
factors that can be the cause for workplace violence in the organization in its all types
whether it were physically, mentality, verballyetc. such as working environment,
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co-workers relationships, and management style. Hence, taking into a preventive
action on how to minimize the workplace violence effectively to achieve the
organization effectiveness as a whole such as increasing productivity, lower the
attrition and absenteeism and reduce the stress level among its employees. Not to
forget, the awareness of this issue can save the organization from any legal liability,
because violence can cause suffering, disability and even death.
As well benefited UUM as an established institution, the researcher also hopes
that this study will give a very big impact to UUM employees on the awareness of
workplace violence and also can be useful for them to understand the approaches to
be taken in order to prevent them from this subject matter. This knowledge is
hopefully would be useful as a source of information for the future research regarding
this issue and personally be exposed to the research working environment, develop a
research skill and also getting information direct from the public.
Finally, it also can add to the existing literature on workplace violence and can
be used as one of the references or guidance for future research as well as enriching
the literature in human and social development.
1.6 DEFINITION OF KEY TERMS
1.6.1 Workplace Violence
Workplace violence is any physical assault, threatening behavior and
verbal abuse that occurs in the workplace or whiles the victim is in the
workplace or on duty.
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1.6.2 Management Style
The general manner, outlook, attitude, and behavior of a manager in his
or her dealings with subordinates. Organizations may have, or seek to have,
distinctive management styles, and sometimes train employees to try to ensure
that a preferred style, fitting in with the desired corporate culture, is always
used. Management styles can vary widely between extremes of control and
consultation.
1.6.3 Working Environment
The work environment is comprised of the physical location,
equipment, materials processed or used, and the activities of an employee
while engaged in the performance of his work. There are no stated exclusions
of place or circumstance.
1.6.4 Co-Worker Relationships
These are the daily interactions necessary for conducting business and
involve the necessity of co-workers to interact, understand and share in
transaction.
1.7 CONCLUSION
This chapter has presented the background of the study as an introduction.
This chapter also describes the problem statements, research questions, research
objectives and the significance of the study.
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CHAPTER 2
LITRETURE REVIEW
2.1 INTRODUCTION
Workplace violence has been on a steady increase over the past decade. Nearly
every form of media has carried stories of violence in the workplace. Numerous
studies and reports show the amount of violence and conflict in the workplace has
dramatically increased in recent years. According to one study, the rate of workplace
homicide has tripled in the last decade (Whitmore & Kleiner, 1999).
Right now a majority of working adults have either witnessed, personally
experienced, or seen in the media numerous violent acts in the a workplace setting.
Just as the term ofcarjacking did not exist nine or ten years ago, similarly workplace
violence is now too familiar to us (Carll, 1999).
There are many incidents that happen within the organizations but never been
exposed, because most of the organizations trying to put so much effort in order to
keep these incidents away from the media and the people. In another way they do not
want their image to be ruined in the community.
Since the definition of what exactly the workplace is can be problematic, being
able to draw significant correlations between violence, behavior, and other
occupational-related independent variables is extremely difficult.
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Historically, workplace violence was narrowly defined to include only
physical assault or homicide that occurred at the workplace. Nevertheless, this has
been expanded by researchers, campaigners, and official bodies to embrace a much
wider spectrum of disagreeable interpersonal experience that has had the effect of
greatly inflating the apparent incidence of violence.
So, to understand the true meaning of violence at workplace, we should
understand what we mean by violence and what do we mean by workplace. Violence
can be defined as Physical force exerted for the purpose of violating, damaging, or
abusing: crimes of violence. Its the use of physical force against persons that
potentially causes fear, injury or death. Damage, in some contexts, is also considered
a form of violence.
The definition of violence is often widened to include threats of physical force
and substantially abusive language and harassing actions. Bulatao and VandenBos
(1996) attempt to define workplace as follows: workplace violence appears to be to
refer to crimes of violence that occur in the workplace or while the victim is at work
or on duty. Violence today is not confined to bad areas. It touches all communities.
Violence can come from outside an organization or have its origin within an
organization. External violence is perpetrated by people outside the organization and
maybe aimed at individual staff or directed at the organization itself. Internal violence
organization is on culture of aggression (Bulatao & VandenBos 1996).
Some situations of violence that occur inside and outside the workplace are
stated in the following table (Bulatao & VandenBos 1996).
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Table 2.1: Situations of violence that occur inside and outside the workplace
Inside the workplace Outside the workplace
Internal worker; external assailant
unknown, e.g. Petrol station attendant
robbed by an unknown gunman
External worker; external assailant unknown,e.g. Mobile security guard confronted by an
intender
Internal worker; external assailant known,e.g. Social security officer assaulted by an
angry client
External worker; external assailant known,e.g. Manager stalked and attacked by a
retrenched worker outside the office
Internal worker; internal assailant unknown,
e.g. Psychiatric nurse attacked by new
admission
External worker; internal assailant unknown,
e.g. Police officer confronted in a domestic
violence situation
Internal worker; external assailant known,e.g. Worker sexually harassed by a
colleague
External worker; internal assailant known,e.g. Mental health worker on home visit to an
aggressive patient
So what is violence at workplace? Many researchers defined violence at
workplace as a purposeful or reactive behavior, which produces damaging or hurtful
effects, physically or emotionally, on people (Gill, Fisher, & Bowie, 2002). Whitmore
& Kleiner (1999) said that workplace violence includes physical assault, threatening
behavior and verbal abuse.
Violence can be defined as Physical force exerted for the purpose of violating,
damaging, or abusing: crimes of violence. It is the use of physical force against
persons that potentially causes fear, injury or death. Damage, in some contexts, is also
considered a form of violence. The definition of violence is often widened to include
threats of physical force and substantially abusive language and harassing actions.
2.1.1 Types of workplace violence
There are four types of violence, can be listed as follows:
1) Intrusive violence: it a violence that occurs in the workplaceby an outsider who has no legitimate relationship to the
workplace such as terrorists acts, criminal intent by
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strangers, drug related aggression, robberies, and protesting
in a violent way against the organization policies and
practices.
2) Consumer related violence: this type of violence is widelyknown and recognized. It involves violence practices and
acts by consumer/clients/patients (and family) violence
against staff. Another type of consumer related violence is
called vicarious trauma, which mean according to Gill,
Fisher, & Bowie (2002), workers or employees who were
displaying signs of traumatization (psychological shock) -
as a result of dealing with violent client. In addition, not
forget the result of having the vice versa violence, an act
from the staff towards the consumer/clients, or patients.
3) Relationship violence: this relationship violence involvesbullying and harassment from the staff themselves on other
ones. This one can also involve any aggressive acts from
former employees with an employment-based relationship
with the organization. This kind could include a former
spouse, a family member, or any another significant. The
last is what called a domestic violence, violence that happen
between two who have a relationship.
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4) Organizational violence: this can occur in many ways, oneof the types is organizational violence against the staff.
Laying off employee without a proper reason could be the
trigger for violence to occur. A rapid and ruthless change in
the organizational could put the employees under the
pressure, which will be the trigger for such incidents and
violent acts. Those staff who is themselves poorly trained,
under pressure and stress due to the organizational acts, can
make a perfect environment for an external assailant to gain
access to capitalize on known weakness from the
organization security. Which will hurt the consumers and
other customers that want the service from the organization.
An organization due to a change may provide a climate that
can assault itself and other customers as well (Gill, Fisher,
& Bowie, 2002).
2.2 CASUAL FACTORS OF WORKPLACE VIOLENCE
There are many aspects that contribute to the workplace violence; one of these
is that the company hired the potential aggressor and that the victims of the offence
are co-workers exposed to the potential wrath on a daily basis. As we stated earlier,
violence does not come from nothing, it appears from small incidents that occur in the
workplace.
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Co-workers relationships, management style, and working environment are
factors of workplace violence that can arise the violence in the workplace.
2.2.1 Social learning theory
Social learning theory (imitation of behavior derived from social
interactions) has been linked to a variety of settings and a variety of human
behaviors. In these studies, it was found that four elements associated with
social learning theory were supported and may be related to workplace
violence in one or two ways (Alexander & Langford, 1992). The fist is internal
to the organization, where social learning may be associated with the culture
or environment of the organization.
The other is external, where the subject is influenced through family,
society and other environments outside the organization. In both instances, the
four major components of social learning and differential association (learnt
behaviors from deviant social groups) are present: imitations of admired
models, individual definition regarding deviant behavior, extent of differential
association and the extent of differential reinforcement (Akers, 1973).
Whether it is inside or outside the workplace, possible aggressors start
the violence for the acceptance or the rewards through their awareness of what
they see as acceptable or rewarded behavior (Gill, Fisher, & Bowie, 2002).
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If aggressiveness -permeates much of the workplace- then, it seems
likely that only members of the work group may begin to assimilate such
behavior. In a similar way, they may bring some of their negative behaviors to
the workplace from their personal life society. Differentials associations in and
of itself is not negative. Differential association means that a person may join a
group that it is in control of the majority of a desired individual reinforces.
These reinforces are mainly peer acceptance, power, security and nurturing
(Gill, Fisher, & Bowie, 2002).
Frustration is believed to derive from unsatisfied feelings of
incongruence and/or contradiction with ones environment, whether that is at
home or at work (Holland, 1973).
Studies focusing on the relationship between frustration and violence
have suggested strong relationships between frustration and aggressive
behavior. Frustrations cultivated on the job, at home, within relationships and
other environment may influence a person to be violent (Rich & Woods 1985).
In meaning, frustrated workers may respond violently to a variety of
stress factors, such as social factors, economic factors, and management
related factors.
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2.2.2 Working Environment
Working environment is characterized by an authoritarian management
style and changeable/ unpredictable supervision; an atmosphere where the
work and dignity of employees are undervalued; and, an environment that
includes frequent invasions of privacy, a high degree of secrecy, more
demands, and less support (Johnson, 1994).
The National Institute for Occupational Safety and Health, during the
year that ended July 1993, recorded more than 1,000 murders, six million
threats and more than two million workers physically attacked while on the
job (Van Aalten, 1994).
Authoritarian workplaces, which include those where employees have
little say in how they do their jobs or environments where managers bully
employees, tend to have higher rates of on the- job violence (Johnson &
Indvik, 1996). Some researchers have suggested that authoritarian
management styles and strict job performance standards which give employees
little control over their work were factors in several workplace shootings that
occurred in the last few years (Travnick, 1994).
The working environment may be an important factor in influencing
the types of workplace violence experienced within the organization. It could
be posited that an active management culture could be part of minimizing the
impact of internal and external violence upon organizations.
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The physical condition of the facility, exposure to toxic waste, polluted
air and water or merely less than clean conditions have been found to
influence such negative attitudes and behaviors in the workplace (Bower,
1992; Altman, 1993).
In dictatorial workplaces, that includes those employees who does have
the right to make an opinion or in an environment where those who have been
bullied by managers, be likely to have a higher rates of workplace violence.
According to Johnson & Indvik (1996), there have been some cases
where certain risk factors observed in individuals were exacerbated by an
overlay of destructive supervision that engendered in violence. Thus, this
considered as a toxic work environments for employees (Johnson et al., 1994).
A toxic work environment is characterized by an authoritarian
management style and changeable/ unpredictable supervision; an atmosphere
where the work and dignity of employees are undervalued; and, an
environment that includes frequent invasions of privacy, a high degree of
secrecy, more demands, and less support (Johnson, 1994).
A toxic workplace is usually highly stressed, understaffed and run in
an authoritative, disciplined style with lots of labor-management disputes and
a high rate of worker compensation claims. It is an environment where people
feel management does not listen (Roan, 1994).
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Society expects companies to provide a safe working environment and
that includes safety from violent acts. Therefore, episodes of violence have the
potential to result in lawsuits against both the company and individual
employees, particularly those with supervisory authority (Johnson & Gardner,
1999).
Current economic conditions, with an abundance of acquisitions,
divestitures, layoffs, and major departmental reorganizations, can be very
stressful for both the individuals and the organizations affected (Lind, and
Otte, 1994). Meaning that, these issues can put the organization in a situation
that can push the employee to the edge. Eventually incident might occur, and
violence is on the door.
The likelihood of liability decreases when preventive measures and
early interventions are taken to avoid or defuse potentially deadly situations
(Zachary, 1998).
A troubled work environment can also lead to incidents of workplace
violence. It is the employer who must assume responsibility for the violence
and stress that arises within the workplace (Stewart & Kleiner, 1997).
According to Kinney and Johnson (1993), the characteristics of a
troubled work environment can consists of chronic labor/management
disputes, frequent grievances filed by employees, extraordinary numbers of
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injury claims; especially psychological injuries, understaffing or excessive
demands for overtime, many stressed workers, and authoritarian management.
In talking about the working environment, we should not forget the
effect of a diverse workplace on the employees. According to (Johnson, Lewis,
& Gardner, 1995), a diverse workplace can create a great deal of tension in the
workplace, and if diversity is not handled properly, it can lead to explosive
situations.
The differences in the characteristics, culture, and misunderstanding
with regard to language, inappropriate gesture, and cultural norms in the
diverse environment can and had led to violence.
2.2.3 Management Style
Interactions between management and employees are important factors
relating to workplace violence (Bacharach, 1998). Management style and/or
leadership abilities play a major role in employees opinions and attitudes
towards companies and their members. A managers style of leadership has
often been found to be incongruent with the employees perception of that
style (Minor & Henry, 1995).
This misalignment and miscommunication of intentions can cause
mistrust, confusion and resentment (Leo, 1995). In addition, managers are
often called upon to direct people to perform unpleasant or disagreeable tasks.
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These may include administering discipline or even withholding employee
benefits. These wok environment transactions certainly increase tensions. A
manager who is adept at communicating and skilled in interpersonal relations
may minimize or divert aggressive behaviors from employees.
Management-employee communication problems are overwhelmingly
at the root of workplace violence incidents. Employees may also be upset with
their managers over work assignments, the way they are treated in general, or
the way they are talked to. Also, employees kill because they are not promoted
(Johnson & Indvik, 1996).
Some researchers have suggested that authoritarian management styles
and strict job performance standards which give employees little control over
their work were factors in several workplace shootings that occurred in the last
few years (Travnick, 1994).
Employees are less likely to be disgruntled when employers keep them
apprised of developments that may affect their livelihoods such as layoffs.
Employers should announce these decisions early and arrange for
outplacement services and counselling for laid-off employees (Stewart &
Kleiner, 1997).
Management style and organizational structure can influence levels of
the violence from inside the organization as the origins may lie in bad
management rather than malicious intent. A highly competitive business
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environment can elevate stress levels and increase the potential for violence.
Quasi-military hierarchical and rigid management styles, and marked
supervisor/employee divisions, exacerbate a them and us culture, foster
resentment and anger and also increase the probability of violence.
High-risk scenarios include management toleration of bullying, job
insecurity, workers facing unemployment with little chance of re-employment,
workers with a strong sense of entitlement who feel cheated, unforgiving
workers, a loss of self-esteem and stability amongst workers and disciplinary
suspensions.
2.2.4 Co-workers relationships
Violence arises at work because the workplace is where their abusers
can most easily find the targeted victims. Therefore, the workplace becomes a
potentially dangerous place not only for those victims but for their co-workers
as well (Johnson & Gardner, 1999). A New York Victims Service agency
study finds that 74 percent of abusers make threatening calls or visits to their
victims' workplace. When that happens, co-workers are drawn into potentially
life-threatening situations (Popham, 1998).
Another source of agitation is inter-employee relationships. These are
the daily interactions necessary for conducting and involve the necessity of co-
workers to interact, understand and share in transactions.
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Personality styles, conflicts, ethnic, racial or gender biases, along with
differences in personal work habits, may combine to cause aggravations
among co-workers. People, who operate from a need to control relationships,
or those who suffer from self-esteem problems, often tend to develop
dysfunctional views of working relationships (Ford & Linney, 1995). Co-
worker relationships tend to become confused in the workplace (Woititz,
1987).
These are different from close interpersonal relationships that may
develop between employees. Unwelcome interpersonal relationships or
attractions can enhance the emotional context of work relationships and can be
negative in nature. Romantic obsessions with other employees have been cited
as significant motives for violence in the workplace (Barnett & Martinez,
1995).
The difficulty with these obsessions is that when they occur in a private
or social setting. In the workplace however, many workers can be helpless in
removing themselves from the proximity of the stalker (Dietz, 1995).
Nevertheless, co-workers who feel they have been wrongly targeted for
termination, passed over for a promotion, rejected romantically, or denied a
fair wage increase can be candidates to commit violent retaliation (Ramsey,
1994). At Kraft General Foods in Illinois, early 1994, a male employee shot
and killed a female co-worker at one of the companys plants. The victim
recently had broken off a relationship with her killer (Anfuso, 1994).
Good relationships with colleagues are crucial. Open discussion is
essential to encourage positive relationships. A good relationship with the
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workers will lead to more calm environment and healthy one, which will give
the workers the secure that can make him more productive and a high
motivated one.
2.3 PREVENTION OF VIOLENCE AT WORKPLACE
Studies indicate that the tactics taken most often by employers doing nothing
or simply hiring extra security personnel are inadequate (Stewart & Kleiner, 1997).
So employers have to put some measures in order to prevent or to reduce workplace
violence. The prevention program should include a publicized policy statement that
violent or abusive behavior towards staff will not be tolerated. It should also have
written policies, education and training programs for staff and incident reporting
systems (Stewart & Kleiner, 1997).
Other scholars like (Whitmore & Kleiner, 1999), suggests that employers can
take several measures to prevent workplace violence, beginning at the hiring stage
and continuing through out employment to the point of termination. We can summrize
prevention steps as follow:
Support from senior managementThe support from the top management and opening more
communication channels with the employees can prevent the occurrence of
workplace violence. When the leaders are aware of what is happening in the
organization and opening their ears for the incidents that happen, employees
will be more awareness and will report any incident that might occur. While
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absence of visible, tangible support from the highest levels, even the most well
designed program will fail to produce the necessary level of change and
security.
The TeamForming a management team to develop, review and implement
policies dealing with the workplace violence. The team should include senior
management, human resources personal, a mental health consultant who is
expert in workplace violence, legal counsel, security, and any other related
personal (Carll, 1999).
Policies and proceduresEvery company should have in place a policy that says that any
statement that is thought to be threatening; is made in the presence of any
employee; and concerns the company, a contractor, another employee or the
person himself or herself should be reported confidentially to the human
resources or security department (Stewart & Kleiner, 1997). It should be clear
that the creation of any effective policy depends on the support from the top
and the team.
TrainingThe purpose of the training is to ensure the implementation of the
policy and procedures that support it. Its purpose is not, as some assume, to
impart the ability to predict or spot dangerousness. For a workplace violence
prevention program to be effective, employees at all organizational levels must
be equipped to provide early and reliable notification of possible signals (Gill,
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Fisher, & Bowie, 2002). Not to forget the management has to prepare the staff
with practical security procedures and training in conflict management.
Terminations and layoffs: using common sense and planningThe return of the fired employee to exact murderous revenge has
become the symbol of the overall fear of workplace violence. On 14
November, 1991, a fired employee killed three former co-workers and
wounded six others using a rifle. He then shot himself in the head. He and one
other wounded employee died two days later (Stuart, 1992). So in order to
prevent this from happening, organizations need to plan and follow the
procedures in doing such actions.
SecurityImprove the security measures, installing new systems surveillance
system, and develop a working relationship with the police might help the
organization to prevent and block any attempt for the violence.
2.4 RESEARCH FRAME WORK
The framework depicted below is developed based on literature review and
research problems. This model focuses on the factors that may have effect on
workplace violence. The independent variables are the predictors to workplace
violence include variables such as management style, co-workers relationship, and
environmental working conditions. Workplace violence is the dependant variable.
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Research framework consist two variables namely dependent variables and
independent variables. Considering all factors of the independents and dependent
variables, the model of the study is depicted the following figure.
Independent Variable Dependent
Variable
Figure 2.1: Workplace Violence Model Framework
Management
Style
Working
Environment
Co-workers
RelationshipWorkplace
Violence
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2.5 JUSTIFICATION OF HYPOTHESES
This study consists of three hypotheses, they are:
2.5.1 HYPOTHESIS 1
This hypothesis is to study whether the findings of previous
studies that have been done on workplace violence in other countries,
and shows that co-worker relationships have an impact in contributing
the violence in the workplace, as in UUM.
H0: There is no significance relationship between co-workers
relationship and workplace violence.
HA: There is significance relationship between co-workers
relationship and workplace violence
2.5.2 HYPOTHESIS 2
This hypothesis has been put to see whether there is any
relationship between the management style and workplace violence.
This factor consider important in contributing the workplace violence
according to the other researchers.
H0: There is no significance relationship between management style
and workplace violence
HA: There is significance relationship between management style
and workplace violence
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2.5.3 HYPOTHESIS 3
Other researchers; Gill, Fisher, & Bowie, 2002; Bower (1992);
Altman (1993), have found that there is a relationship between working
environment and workplace violence. Thus hypothesis 3 stated that:
H0: There is no significance relationship between working
environment and workplace violence.
HA: There is significance relationship between working environment
and workplace violence.
2.6 CONCLUSION
This chapter had presented a review of literature that focused on the
relationship between working environment, co-workers relationship, and management
style and violence at workplace. The following chapter describes in the detail the
procedures and methodology that were used for data collection and analysis in this
investigation.
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CHAPTER 3
RESEARCH METHODOLOGY
3.1 INTRODUCTION
Upon existing academic literature, several determinants explain the
relationship between violence and factors that contribute to it. Different theories such
as social learning theory used to explain those factors. This chapter will discuss on
research methodology that covers research design, research framework, the data
collection, which is primary and secondary data, and sampling techniques and
procedures used for the analysis of the data. Furthermore, these types of methodology
and design are used to find the information in order to solve the problem.
3.2 RESEARCH DESIGN
A research design is a frame work or blue print for conducting the research
project. It specifies the details or the procedures necessary for obtaining the
information needed to structure and to solve research problem (Malhotra, 1999).
The purpose of this study is to examine the factors that contributed to
workplace violence. This type of research is a correlational study because involve
independent variables such as working environment, management style and
supervisor interactions, and co-worker relationship. These factors may or may not
contribute to workplace violence in University Utara Malaysia.
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3.3 SOURCES OF DATA
Two types of data were used, namely primary data and secondary data.
3.3.1 Primary Data
Primary data is information that first obtained by the researcher on the
variables of interest for the specific purpose of study (Uma Sekaran, 2000). In
undertaking this research, researcher will distribute a set of questionnaires to
the managerial staff in UUM.
3.3.2 Secondary Data
According to Sekaran (2000), Secondary data refer to the information
gathered by someone than the researcher conducting the current study such as
company record, publication, industry analysis offered by the media, web
publications and so on. Unlike the primary data, secondary data is readily
prepared, thus not so expensive and time consuming to be obtained.
Researcher will used secondary data to get more information that support
primary data in order to accomplish the research, help research to support and
strengthen the information gained from primary data and also help researcher
to interpret primary data clearly.
For this study, researcher gathered the secondary data from UUM
website, annual reports, and other books that are related with in this field of
study as well as articles in the magazines to support the literature review and
deny the argument. The secondary data consists of both internal and external
data sources.
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External SourcesBooks and references that related to this research
Journals and articles
Articles from internet
Internal SourcesUUM website
UUM magazines / publications
3.4 SAMPLING DESIGN
This study is correlation study that was conducted with the aim of delineating
the important variables that are associated with the problem. The field survey was
conducted through to distribution of questionnaires to targeted respondent. The
respondents are the managerial staff in UUM.
According to Hopskin (2000), the safest way to insure sample to represent the
population is to use a random selection procedures especially if the study don not
have a proportional representation of population subgroups. For the purpose of this
study, the researcher proposes to use simple random sampling because this method
provides least bias and offers the most generalizability (Sekaran, 2003). An even/odd
selection was used to choose the respondents from the data that have been collected
from the register department in UUM.
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3.5 UNIT ANALYSIS
The unit of analyses is the managerial staff in UUM in Kedah. According to
Sekaran (2003), a 10% of the population will represent the population. 120
respondents were chosen in the sampling process.
3.6 ORGANIZATION BACKGROUND
The University Utara Malaysia was formally incorporated on 16th
February
1984, with the unique mission to provide academic excellence in the areas of business
management education, IT and quality management. Faced with this challenging
task, the University has, since its inception, ensured that its academic niche areas are
focused on such disciplines as management, accountancy, economics, information
technology, entrepreneurial development, tourism management, banking and finance,
social development, human resources development and international affairs
management.
From its humble beginnings in Tanah Merah, Jitra, in 1990, the University
moved to Sintok, 48 kilometers north of Alor Setar, the state capital of Kedah Darul
Aman and 10 kilometers east of Changlun, a small town on the North-South
Highway. The 1,061 hectares campus is surrounded by tropical rain forests set against
a background of mountains. The Sintok and Badak Rivers run through the campus
creating a truly unique feature as well as making it one of the most beautiful
campuses in Malaysia.
Source: The Official Web Site of University Utara Malaysia; www.uum.edu.my
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3.7 DATA COLLECTION METHOD
Data will be collected using a structured questionnaire. The questionnaire
consists of 31 items. The questionnaires were distributed to 120 respondents who will
be the managerial staff in UUM, a 102-questionnaires will concluded in the analysis.
The questionnaire were adapted and modified to be suited the employees in UUM, it
was adapted and modified from Iowa Department of Human Services,
http://www.dhs.state.ia.us/; and www.workplaceviolence911.com/docs/Wpvtool.pdf,
Cheryl Anderson (2002).
3.8 MEASUREMENT
A questionnaire was used as the research instrument. The instrument was
basically to identify the factors that contribute to workplace violence in UUM. Most
of the questions used in this survey questionnaire were adapted to UUM conditions
and design, were considered suitable for managerial staff.
3.8.1 QUESTIONNAIRE
The questionnaire consists of 4 sections. Section A consists of
the questions to gather the information about the profile of the
respondent. Section B, C, D and E south to measure items that are
related to workplace violence.
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Table 3.1: The layout of the questionnaires
Section Variables Number of
items
Scale
A
Respondent Background
Age Gender Race Working Experience Academic
Qualifications
Place of Employment
6 Multiple choices
B, C, D,
and E
(B)Working Environment 5 Five-point Likert
scale (1-Strongly
disagree, 2-Disagree,
3-Uncertain, 4-Agree
and 5-Strongly agree)
(C)Co-worker relationship 7
(D)Management style 7
(E)Violence 6
Two scales were used in this research. First is nominal scale
used in section A, Likert scale used for sections B, C, D, and E. Likert
scale is used when responses to various items that measure a variable
can be tapped on 5 points scale which can thereafter be summated
across the items.
The scale down below show the measure used in the Likert
scale designated instrument using Likert scale with score from 1 to 5
(Sekaran, 2003). Every score shown as follows:
1 2 3 4 5
Strongly disagree Disagree Uncertain Agree Strongly agree
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3.9 DATA ANALYSIS TECHNIQUES
There were many procedures that researcher must follow before achieving a
final result of the study. After collecting the information from the questionnaires, the
data preparation must be obtained such as checking the data for accuracy, key in the
data into the computer, and transforming and coding the data, developing and
documenting a database structure.
The questions were coded to enable for analysis using Statistical Packages for
the Social Science (SPSS) to measure relationship and differences between variables
in this research.
Next, the frequency distribution, reliability analysis (Cronbachs Alpha
Reliability Coefficient), and hypothesis testing were conducted.
3.9.1 Frequency Distribution
According to Malhorta (1999), the objective of frequency distribution
is to obtain a count of number of responses associated with different values of
one variable and to express these counts into percentage terms.
3.9.2 Reliability Analysis
This analysis is an indication for the stability and consistency with
which the instrument measures the concept and helps to access the goodness of
a measure. In the Cronbachs Alpha reliability analysis, the closer Cronbachs
Alpha is to 1.0, the higher the internal consistency reliability. (Cronbachs
Alpha; Cronbach, 1946) measures;
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1. Reliability less than 0.6 considered poor.2. Reliability in the range 0.7 is considered to be acceptable3. Reliability more than 0.8 are considered to be good
3.9.3 Hypothesis Testing
Hypothesis testing is a test that will determine whether should we accept
or reject the hypothesis. If the observation value is greater than the critical
value, then the decision rule of the hypothesis testing is to accept the
alternative hypothesis (HA)
The important role of the hypothesis is to suggest variables to be
included in the research design. The analysis of the hypothesis will be using
Pearson Correlation Coefficient.
3.9.4 Pearson Correlation Coefficient
A statistical procedure for analyzing associative relationships between
a metric dependent variable and one or more independent variables. For this
research, the relationship between violence at workplace as dependent variable
and working environment, management style and co-workers relationship, as
the independent variables were tested.
The scale model suggested by Davies (1971) used to describe the
relationship between the independent variables and the dependent variable, are
as shown below:
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(a) 0.7 and above very strong relationship,
(b) 0.50 to 0.69 strong relationship,
(c) 0.30 to 0.49 moderate relationship,
(d) 0.10 to 0.29 low relationships and
(e) 0.01 to 0.09 very low relationship.
3.10 PILOT TEST
Before the questionnaire is distributed to the actual respondents, the
questionnaire was pre-tested in order to discover its reliability and validity. The pilot
test is beneficial to this dissertation since invaluable and effectively of the
questionnaire can be obtained to improve its reliability and validity. Reliability is the
degree to which measures are free from random error and therefore yield consistent
result. The closer Cronbachs Alpha is to 1.0, the higher the internal consistency
reliability.
Table 3.2: The Range and Interpretation of Cronbachs Alpha Value
Range Interpretation
0.60 and below Poor
Within the range of 0.70 Acceptable
0.80 and above Good
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Furthermore, the purpose of the pre-testing is to ensure the questionnaire
meets the researchers expectation in terms of information to be obtained.
Furthermore, the objective of this pre-testing actually is to identify and correct the
weaknesses of the questionnaire especially for this on design questionnaire.
In conducting the Pilot Test, 30 managerial staffs of UUM were selected
randomly as a respondent based on the convenience of time and location. The
language of the questions is thoroughly checked for its appropriateness and grammar
usage. This weaknesses and mistake then identified and being improved in actual
questionnaire to avoid errors.
The results of the reliability tests are presented in the table 3.3. The
Cronbachs alpha scores suggest accepted level of reliability of the measurement of
the variables.
Table 3.3: Cronbachs Alpha for Pilot Test
Variables Cronbachs Alpha Scores
Section B, C, D:
VIOLENCE FACTORS (IV)
(19 items)
0.780
Working environment 0.691
Management style 0.690
Co-worker relationship 0.789
Section E:
VIOLENCE AT WORKPLACE (DV)(6 items) 1 item dropped
0.677
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3.11 CONCLUSION
This chapter discussed the research method proposed for this study. This
chapter also presents the theoretical framework and research hypothesis. Besides, it
includes the discussion of sampling design, data collection, questionnaire,
measurement and data analysis.
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CHAPTER 4
RESULTS AND FINDINGS
4.1 INTRODUCTION
This chapter reports the results of data analysis. Firstly, the organizations
profile of the sample in terms of demographic profile of the respondents is described.
This is followed by the presentation of results of the analysis of independent and
dependent variables using the reliability analysis. Lastly, the results of hypothesis
testing are also presented. This study aims to achieve the research objectives as well
as answers the research questions highlighted in chapter one. In addition, this study
intends to verify the hypotheses made in chapter three.
4.2 SAMPLE CHARACTERISTICS
A set of 120 questionnaires were distributed to the respondents, whom were
the managerial staff working across UUM departments. A one-week gap has been
given to respondents. The total number of questionnaires received was only 120. 18
questionnaires were incomplete. Hence, the usable questionnaires for this research
were 102. The response rate was 85% of total questionnaires distributed as shown in
Table 4.1.
Table 4.1: Responses Rate
Total %
Questionnaires distributed 120 100
Collected questionnaires 120 100
Usable questionnaires 102 85
Discarded questionnaires 18 15
Uncollected questionnaires - -
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4.3 SAMPLE PROFILE (RESPONDENTS PROFILE)
Thesurvey demonstrated the details concerning demographic characteristics or
respondents profile as shown in Table 4.2 below.
Table 4.2: Respondents ProfileDemographic Categories %
1. Age Group Below 25 16.7
25-34 years old
35-44 years old
45-54 years old
45.1
35.3
2.9More than 55 years old 0
2. Gender Male 41.2
Female 58.8
3. Race MalayChinese
Indian
Others
87.20
10.8
2.0
4. Academic Qualification Primary 0
Secondary 47.1
Diploma 23.5
Degree 22.5
Master/PhD 6.9
5. Place Of Employment College Offices 22.5
Clinic 3.9
Uni. Departments 52.9
Others 20.6
6. Working Experience Below 2 yrs 20.6
2-4 yrs 13.7
5-7 yrs 30.4
8-10 yrs 6.9
More than 10 yrs 28.4
As to the age of the 102 respondents, the majority of the respondents were in
the category of 25 to 34 years (45.1%) followed by the age category of 35 to 44 years
(35.3%), coming to the aged below 25 years old (16.7%), and lastly respondents aged
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from 45-55 years old (2.9%). The study indicates that majority of the respondents are
female (58.8%) while the remaining are male (41.2%).
Out of the 102 respondents, the majority of respondents were Malay
people, representing the highest race (87.2%). Followed by the Indians (10.8%), while
the rest were under category of Others with (2.0%). As for the academic qualification,
47.1% of the respondents are Secondary holders, followed by the Diploma holders
(23.5%). (22.5%) of the respondents are Degree holders, and only (6.9%) of the
respondents having a Master/PhD.
The study shows that highest number of respondents was working in Uni.
Departments (52.9%). Followed by the category of College Offices (22.5%). (20.6%)
of the respondents were under the category of Others and lastly (3.9%) of the
respondents were working in a Clinic. As for the working experience, the majority of
respondents were in the category of 5 to 7 years (30.4%), followed by the working
experience category of more than 10 years (28.4%). Thirdly, respondents with below
than 2 years experience (20.6%). Followed by respondents with 2 to 4 years
experience (13.7%). Lastly, (6.9%) of the respondents with 8 to 10 years work
experience.
4.4 RELIABILITY ANALYSIS
This study uses Cronbach Alpha to test the reliability of the instruments used.
Hence, ensures consistent measurement across time and across the various items in
the instrument.
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Reliabilities less than 0.6 are generally considered poor, while those in the
range of 0.7 are accepted reliabilities and those over 0.8 considered good. Reliability
analysis being analyzed according to the independent variables, which consists
working environment, management style, and co-workers relationships while the
dependent variable is workplace violence.
Table 4.3: Reliability Analysis
Variables No. of Items Reliability Alpha
1. Dependent Variable
Workplace Violence 6 0.688
2. Independent Variables
Working Environment 5 0.754
Management Style 7 0.776
Co-Worker Relationship 7 0.761
As shown in table 4.3, the researcher gathered an alpha value 0.754 for the
first independent variable, which is working environment. It means that all five (5)
questions asked to the respondents about the working environment, can considered
having a high reliability value. The second independent variable, management style,
the researcher gained an alpha value of 0.776, meaning that all seven (7) questions
asked about the management style can considered having a high reliability value. For
the last independent variable, co-worker relationship, the researcher found an alpha
value of 0.761. That means, all of seven asked to the respondents about the co-worker
relationship, can considered having a high reliability value. Lastly, for the dependent
variable, violence at workplace, there are six (6) questions that being asked to the
respondents. The alpha value that has being obtained from the analysis is 0.725 with
one item dropped. The overall alpha values were considered as acceptable.
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4.5 DESCRIPTIVE STATISTICS
In order to describe the responses for the major variables under study,
descriptive statistics such as mean and standard deviation on the dependent and the
independent variables were obtained. The following Table 4.4 shows the results of the
analysis.
Table 4.4: Descriptive Statistics of the Dependent and Independent Variables
Variable Mean Standard Deviation
Workplace Violence 3.230 0.7494
Co-worker Relationship 3.6275 0.64491
Management Style 3.6036 0.66488
Working Environment 3.4529 0.79200
From the results of the above Table, it can been seen that the means of all
variables fall between 3.230 and 3.627. This indicates that there were no extreme
values for the mean.
4.6 RESTATEMENT OF HYPOTHESIS
Hypothesis is a statement that the researcher sets out to accept or reject based
on the data collected method. Below are the hypotheses that the researcher used in the
analysis.
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HYPOTHESIS 1
H0: There is no significance relationship between co-workers relationship
and workplace violence.
HA: There is significance relationship between co-workers relationship and
workplace violence
HYPOTHESIS 2
H0: There is no significance relationship between management style and
workplace violence
HA: There is significance relationship between management style and
workplace violence
HYPOTHESIS 3
H0: There is no significance relationship between working environment and
workplace violence.
HA: There is significance relationship between working environment and
workplace violence.
4.7 TEST OF HYPOTHESES
To test all the hypotheses under the study, the researcher used correlation
analysis method. In this research, the researcher used Pearson Correlation Method
since this method is suitable to use when the two variables is in an interval scale.
Notice that all variables used in this research are in interval scale. The Pearson
product moment correlation was used in order to assess and understand the direction
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and significance of the relationships of the variables used. The results are shown in
table 4.5.
Table 4.5: Inter Correlations for Major Variables
Workplac
e Violence
Working
Environment
Management
Style
Co-worker
Relationship
Workplace
Violence
- .325**
-.131 .137
Working
Environment
- -.124 .470**
Management
Style
- -.185
Co-worker
Relationship
-
**. Correlation is significant at the 0.01 level (2-tailed).
The results in the above Table shows clearly that the correlation between the
violence at workplace (dependent variable) and co-worker relationship (independent
variable) is Pearson Correlation (r) = 0.137 with p-value = 0.137
The correlation is positive and still can be accepted in the relationship between
the two variables, as the Pearson Correlation is less than 0.5 coefficients. In this
method, the significant level is at 0.01.
This also indicates that there is a positive relationship but not significant
between workplace violence and co-worker relationship.
The Pearson Correlation coefficient is 0.137, indicates that when reliability
increase about 100% workplace violence will increase 13.7%.
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Table 4.5 shows that the correlation between the workplace violence
(dependent variable) and management style (independent variable) is Pearson
Correlation (r) = -0.131 with p-value = 0.188
The correlation is negative and cannot be accepted in the relationship between
the two variables, as the Pearson Correlation is less than 0.5 coefficients. In this
method, the significant level is at 0.01.
The probability of making mistakes is only 1%, and the level of confidence is
99%. The p level is more than 0.01, at the level of significance of 0.01.
This also indicates that there is no positive significant relationship between
workplace violence and management style.
The Pearson Correlation coefficient is -0.131, indicates that when reliability
increase about 100% workplace violence will decrease 13.1%.
In Table 4.5, the results shows clearly that the correlation between the
workplace violence (dependent variable) and working environment (independent
variable) is Pearson Correlation (r) = 0.325 with p-value = 0.001
The correlation is positive and can be accepted in the relationship between the
two variables, as the Pearson Correlation is less than 0.5 coefficients. In this method,
the significant level is at 0.01.
The probability of making mistakes is only 1%, and the level of confidence is
99%. The p level is more than 0.01, at the level of significance of 0.01.
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This also indicates that there is a positive significant relationship between
workplace violence and co-worker relationship. The Pearson Correlation coefficient is
0.325, indicates that when reliability increase about 100% workplace violence will
increase 32.5%. thus hypothesis three is accepted.
4.8 CONCLUSION
From the above findings, correlation analysis concludes that only working
environment is considered having a positive significant relationship and correlated to
workplace violence.
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5.2 RECAPITULATION OF THE STUDY
The purpose of the study is to examine is there any relationship between the
factors of workplace violence and the workplace violence in the UUM. This research
study three independent factors, which were, working environment, c-worker
relationship, and management style and their contribution to workplace violence. The
main objective of the study is to examine which among variables contributes to
workplace violence. Specifically, the objectives of this study are listed below:
To examine whether level of environmental working conditions affects theextent of workplace violence in UUM.
To examine whether level of management style affects the extent of workplaceviolence in UUM.
To examine whether level of situation of co-workers relationships affects theextent of workplace violence in UUM.
Three main hypotheses were developed to explore the relationship between these
factors and workplace violence:
a) There is significant relationship between co-workers relationship andworkplace violence
b) There is significant relationship between management style and workplaceviolence
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c) There is significant relationship between working environment and workplaceviolence.
From this research, the major significant findings from the three main
hypotheses are presented in Table 5.1 below.
Table 5.1: A Summary of Results of Hypotheses Testing
Hypothesis Results
H1There is significant relationship between co-workersrelationship and workplace violence
Rejected
H2There is significant relationship between managementstyle and workplace violence Rejected
H3There is significant relationship between working
environment and workplace violence.Accepted
5.3 DISCUSSION
Although there are many factors that can contribute to the occurrence of
workplace violence, such as stress, organizational structure, interpersonal issues...etc.
the researcher only choose three factors to study in the UUM contexts to see whether
these factors have their impact on the workplace and the employees that could result
in the end with violent incident or not. The researcher wants to test if there is a any
relationship between these three factors namely, working environment, management
style, and co-workers relationship and the workplace violence in the UUM.
The result of this study shows that there is a positive significance relationship
between one of the variables that is working environment and workplace violence. On
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the other hand, a positive but not significant relationship occurs between co-worker
relationship and workplace violence. Whereas for the last variable, management style,
the results has shown a negative relationship between the factor and the workplace
violence. It very clear from the results that workplace violence is mainly affected by
the working environment, that means workplace violence could occur in the
organization, and other factors does not have that significant influence which could
contribute to workplace violence. Below are some discussion for each research
questions.
5.3.1 Research question one
The results exhibited in table 4.5 shows that there is positive
correlations between working environment and workplace violence. That
means, working environment is a primary factor that can contribute to
workplace violence in UUM. The results show that there is a great possibility
of violence might occur. Therefore, UUM management must look into it more
deeply and discover what are the factors that can make the working
environment such a violence factor.
As previously illustrated in the literature and based on the findings
from other researchers, it was found that workplace environment have a great
effect on the employees productivity, performance, and morality, not
forgetting their psychological stage. In other words, from a logical standpoint,
it makes sense that a workplace psychosocial environment that either
accommodates or tolerates behavioral problems would also be deficient in
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quality practices (Bennett & Lehman, 1999). For example, increased customer
sensitivity requires traits and behaviors such as reliability, responsiveness and
trustworthiness (Parasuraman, Zeithaml, and Berry, 1988), work behaviors
that are negatively associated with drug or alcohol abuse (Lehman & Simpson,
1992).
Even thought specialization in a particular job scope has been proven
that could bring higher productivity. However, limitation an employee job
scope in a particular area could make the particular employee feel bored and
eventually stress with his / her job. In a stressful working environment,
employee tends to act and behave out the norms. Hence, management should
consider the implications of job routines and consider enhancing the employee
work life with job enrichment such as temporary job rotation among employee
in the department.
By the new work station set up, new faces, and the new challenges in
job rotation will provide employee a brand new feeling in work. Fresh,
excitements from the job rotation will make an employee becoming engaged
with his organization and motivated to work. It is a well-known fact that with
the pleasant working mood, employee will perform greater productivity,
greater creativity and reduction in work stress. In additional, from the
strategically point of view, job rotation will also enhance understanding
among colleagues on their peers job daily function. This understanding is
essential for the team to work together as it built a solid based among the
colleague to have a common ground that could enhance the communication
between peers.
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Besides that, organization could also consider to have a plan for the
employee recreational activities such as providing some in house sports
facilities for the employee to release their stress while working. This strategy
has been long employed by some giant multinational companies such as
Agilent Inc and Google Inc. whereby the company provides sport facility in
the plant such as squash court, tennis court which employees can be stay away
from their job and release their stress by playing during working hours. Some
conservative management will raise the questions on such arrangement if this
plan will affect the employee productivity.
However, the researcher believe that in the modern management era,
management should practice a difference perception which putting more trust
to its employees and believe employees could perform better in democratic
policy. Furthermore with the increase of Z generation employees involving in
workplace, management has to learn to adapt to the new management style to
deal with the change of the population in organization.
Apart from that, management should also consider to open up more
channels of communication to allow its employees to express their opinions /
thought in a way to reduce the stress in workplace. Open communication could
enhance the employee working experience and also an essential factor in
employee work satisfactions. Open communication can be implemented by
reducing the layers in upward communication, frequent meeting session that
allowing employees to express themselves openly, and so on. Also not
forgetting some outdoor activities such as team building, potluck picnic which
in informal setting which also leads to more relax mood and make the
communication upward, downwards happens freely.
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5.3.2 Research question two
The results exhibited in table 4.5 shows that there is no correlations
between management style and workplace violence. That means that
management style does not have the impact on the workplace violence in
UUM.
The negative correlation between management style and workplace
violence in UUM does not mean that UUM management can simply ignore the
weight of this factor. One the other hand, UUM management should be aware
and be prepared for influence of this variable by taking some proactive
approaches to avoid future regret. This is because there are some researchers
that have been conducted in developed countries such as United States and
Europe has found that management style does have a significant impact on the
workplace violence.
Perhaps at the point of time, this variable - management style still does
not reached the alarming stage in Malaysia and in UUM specifically as what
happened in some developed countries. According Rahman and Shamsudin
(2000), to a study by the International Labor Organization (ILO) shows it may
be a relief to many of us in Malaysia to find that, based on the ILO survey,
workplace violence has not yet reached an alarming situation in this country.
But this is not to deny its existence in Malaysian organizations since a number
of government agencies and bodies are directly involved with the incidents of
workplace violence in this country.
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The statistical figures are very small; they may not really mirror the
reality of the incidences of workplace violence or indicate the insignificance of
it. This is because oftentimes, cases of workplace go unreported (Atkinson,
2000). Indeed, if violent cases were to be recorded, then it will not come as a
surprise for a higher figure to be reported.
5.3.3 Research question three
The results exhibited in table 4.5 shows that there is no significant
relationship between co-worker relationship and workplace violence in UUM.
This finding is also inconsistent with the research finding which some
researchers in developed country have done. The researcher of this study is
trying to understand the reason why the findings is not consistent with other
researches done in developed countries and found that the relationship among
co-workers in UUM are close to each other as they treat each other as brother
and sister. This strong relation is influenced by the national culture and values
of the country that encourages everyone to treat their friends / co-worker as
family members.
Due to the strong relationship that has been built for years, if there is
any disagreement happens between them, they can tolerate with the
disagreement. For this reason, co-worker relationship does not have
significant impact on the workplace violence in UUM. On the contrary, the
relationship among the co-worker in the developed countries are weak and
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formal basics, in the event of any disagreements in work, there is no
tolerations and will further lea