Workplace bullying and employee performance: An attributional model

Research has found that the most prevalent forms of bullying in the workplace are ambiguous and difficult to detect. As a result, bullying often results in subjective interpretations of the behavior thereby inducing various possible attributions by targets. Based on findings about the misattribution of bullying behavior, we extend current conceptualizations of workplace bullying and investigate the role of targets' attributions in explaining the relationship between workplace bullying and key dimensions of targets' performance. We propose that different attributions can have differential effects on targets' work performance. This contributes to the current debate and conflicting views about the effects of workplace bullying on work performance. We develop a theoretical model of bullying attributions that integrates key contextual factors across multiple levels. We propose that bullying can paradoxically result in positive effects on target performance under certain conditions. This theoretical model serves as a roadmap for future research in this area.