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Upokorzenie w pracy – koncepcje teoretyczne oraz znaczenie dla zdrowia pracowników i funkcjonowania organizacji

100%
Żenda A., Kożusznik B., Paliga M.
Medycyna Pracy
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2021
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vol. 72
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issue 1
61-68
EN
Humiliation at work is a dangerous and, at the same time, poorly understood phenomenon. It is associated with an asymmetry of power, which induces in the humiliated person a feeling of having a lesser value and being inferior. It manifests itself as an internal event (judgment and emotions), an external event (an act of violence) or systemic social conditions (poverty and discrimination). Experiencing humiliation has negative consequences both when an individual becomes a subject and a witness of a humiliating event. These consequences concern many areas of an individual’s life and functioning within an organization. The article discusses the relationship between humiliation at the organizational level and work pathologies such as mobbing, intimidation, bullying, or harassment. Their purpose and effect is to humiliate an individual or a group of people, and since humiliation is associated with a sense of injustice and a desire for revenge, it often permanently disrupts the relationship between the parties and observers of such behaviors. Despite its individual and social significance, the phenomenon of humiliation is still a gap in the consideration of a healthy working environment and the relationship between people employed in the organization. Unlike in foreign literature, the phenomenon of humiliation is not a frequent subject of consideration in Polish studies, although interest has increased in recent years. The article proposes definitions of this phenomenon from 3 research perspectives, along with presenting selected concepts concerning the nature of this phenomenon and reports from research on the consequences of humiliating behavior at work, from the point of view of both an individual and an organization.
PL
Upokorzenie w pracy to zjawisko niebezpieczne, ale słabo poznane. Wiąże się z asymetrią władzy. U osoby upokorzonej skutkuje poczuciem mniejszej wartości i bycia gorszym. Przejawia się jako zdarzenie wewnętrzne (sądy i emocje), zewnętrzne (akt przemocy) lub systemowe warunki społeczne (bieda i dyskryminacja). Doświadczanie upokorzenia niesie negatywne konsekwencje, gdy jednostka staje się zarówno podmiotem upokarzającego zdarzenia, jak i jego świadkiem. Konsekwencje te dotyczą wielu obszarów życia jednostki i funkcjonowania w organizacji. Artykuł ten omawia związek upokorzenia na poziomie organizacyjnym z patologiami pracy, takimi jak mobbing, zastraszanie, znęcanie się czy molestowanie. Ich celem oraz skutkiem jest upokorzenie jednostki lub grupy osób, a ponieważ upokorzenie wiąże się z poczuciem niesprawiedliwości i chęcią zemsty, często trwale zaburza relacje pomiędzy stronami i obserwatorami takich zachowań. Zjawisko upokorzenia – mimo swej jednostkowej i społecznej istotności – nadal rzadko pojawia się w rozważaniach o zdrowym środowisku pracy i relacjach między osobami zatrudnionymi w organizacji. W literaturze polskiej, w przeciwieństwie do literatury zagranicznej, zjawisko upokorzenia nie jest opisywane często, choć zainteresowanie nim w ostatnich latach wzrosło. Autorzy artykułu proponują definicję tego zjawiska z 3 perspektyw badawczych, przedstawiają wybrane koncepcje dotyczące jego natury oraz doniesienia z badań nad konsekwencjami zachowań upokarzających w pracy z punktu widzenia jednostki i organizacji.
2
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Tactics of Influence and Deinfluentization, Personality and the Personal Sense of Power Among Polish Managers

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Paliga M., Pollak A., Kożusznik B.
Roczniki Psychologiczne
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2020
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vol. 23
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issue 3
267-290
EN
Power in organizations creates interpersonal settings and lays the ground for designating individual roles and positions of superiors and subordinates. In such a context, influence tactics are situation-specific behaviors used to change the behavior of others and achieve organizational goals. The notion that power and influence can be based on personal or positional variables was used to design the framework of the present studies intended to describe how trait- and state-like variables are related to influence tactics and deinfluentization. The subjects were 250 Polish managers. Study 1 (n = 250) was undertaken to collect data about the influence tactics of Polish managers to fill the void in information in the field of social psychology in organizations. In Study 2 (n = 104) we correlated influence tactics with the personal sense of power. The results proved that the perception of having the ability to exert power over others was positively related to rational persuasion, apprising, and pressure. In Study 3 (n = 69) we investigated the relationships of influence tactics and deinfluentization with the Big Five and directiveness. The results showed that Neuroticism was positively correlated with pressure, legitimating, and coalition, but negatively with rational persuasion and consultation. Extraversion was positively correlated with rational persuasion, so was Conscientiousness. Agreeableness was negatively related to coalition. Directiveness was in a positive relation with pressure but correlated negatively with personal appeals. Deinfluentization positively correlated with Agreeableness and negatively with directiveness.
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Team dimension of relational competence of organisation – psychological perspective*

100%
Kożusznik B., Chrupała-Pniak M., Sulimowska-Formowicz M.
Management
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2015
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vol. 19
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issue 2
7-20
EN
This article is a part of theoretical model for the research project titled “Relational competence as a determinant of effectiveness and efficiency of inter-organizational relations”. The authors deliberate upon team-level determinants of relational competence of organizations involved in inter-organizational cooperation in the light of classic and modern psychological theories and concepts. The aim of this article is to present authors’ own approach used in research on relational competence of organizations and based on multilevel analysis of influence regulation in teams (individual-, team- and organizational levels) together with motivation and work engagement. We search for correlations between psychological variables and relational competence and relation’s results. We assume that on individual- as well as on team-level preexist some features determining relation’s success, such as: open and effective collaboration, readiness to take responsibility for management, leadership division, autonomous motivation and work engagement.
4
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Różnice pokoleniowe w zakresie postrzegania regulacji wpływu w zespole pracowniczym - raport z badań

88%
Pollak A., Chrupała-Pniak M., Sulimowska-Formowicz M., Kożusznik B., Rudnicka P.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2015
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issue 1(16)
181-190
EN
The paper focuses on issues of the influence regulation in organizational teams. Lewin's Field Theory (1951) and Kozusznik's deinfluentization (DEI) concept (Kożusznik, 1996, 2005) serve as a theoretical basis for the explanation of influence regulation. The aim of our research is to present how the gener- ational affiliation differentiate the perception of the influence in the organizational teams. The sample consist of 975 employees from 250 randomly selected Polish organizations in various industries. Results of statistical analysis confirmed differences in the location of the influence source between employees of different ages. The diagnosis of generational differences in influence perception might be helpful for managing employees in mixed-age teams.
5
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Wiek jako przesłanka zachowań wspierających efektywność organizacji

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Paliga M., Kożusznik B., Pollak A., Smorczewska B., Adamek D.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2015
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issue 2(17)
45-54
EN
Focus on achieving better results requires the participation of employees in an effort to objectives and involvement in the search for innovation and develop adaptability (Chwalibóg 2013). The aim of the re- search is to present how age differentiate the level of organizational citizenship behaviors and behaviors based on the regulation of impact and deinfluentization. Results of statistical analysis confirmed the differences of the level of organizational citizenship behaviors and behaviors based on the regulation of impact and deinfluentization among employees in various age. Conducted analysis might be helpful for further research on the importance of social factors for the growth of the organization’s efficiency.
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