1st International Conference

on
Intergenerational transfer of Mental Illness:
Patterns of Risk and Protective Factors
(ICIMI-2024)
16 -18 October, 2024

Department of Applied Psychology,

Government College University, Faisalabad

ICIMI-2024 (hecgcuf844)
 Title
Workplace Harassment, Job Satisfaction and Work Performance
among University Employees

Authors Name and Affiliation:

Ahmed Ikram1,
Lecturer, Department of Applied Psychology, The Islamia University of
Bahawalpur, Pakistan
Hafiza Arooba Javed2,
Lecturer, Department of Applied Psychology, The Islamia University of
Bahawalpur, Pakistan
Ruhma Naeem3,
Lecturer, Department of Applied Psychology, The Islamia University of
Bahawalpur, Pakistan
Wajeeha Rasheed4 (Presenter)
[email protected]
M.Phil. Scholar. Department of Applied Psychology, The Islamia University of
Bahawalpur, Pakistan
Background of the Study
Workplace harassment is a prevalent issue that affects employees across
various sectors, including higher education.
In university settings, employees often face multiple forms of
harassment, such as verbal abuse, bullying, discrimination, and sexual
harassment, which can significantly impact both their job satisfaction
and work performance.
The consequences of workplace harassment extend beyond the
individual, affecting the overall organizational climate and productivity
(Cortina & Magley, 2003).

ICIMI-2024
Workplace harassment, defined as unwanted conduct that humiliates,

threatens, or degrades an individual or group, is a well-documented stressor that

has been shown to have significant negative effects on employee well-being and

job outcomes (Einarsen et al., 2011).

Research suggests that employees who experience harassment at work report

lower levels of job satisfaction and a decline in their overall work performance

(Mcfarlin et al., 1995). This is especially true in university settings, where

employees may face not only professional harassment but also harassment from

students, peers, and even higher-ups.

ICIMI-2024
Job satisfaction refers to the extent to which employees feel fulfilled and content in their job

roles. Numerous studies have established a strong relationship between workplace harassment

and job dissatisfaction.

Employees who experience harassment are more likely to report negative feelings about their

work environment, feel less engaged, and have a reduced sense of loyalty to their organization

(Bowling & Beehr, 2006).

A study by Willness et al. (2007) found that harassment in the workplace leads to emotional

exhaustion, depersonalization, and a reduced sense of personal accomplishment, all of which

contribute to job dissatisfaction. This dissatisfaction not only affects individual employees but

can also create a toxic work environment that delays teamwork and collaboration.

ICIMI-2024
Workplace harassment can also significantly reduce work performance. When employees

are subjected to harassment, they may experience anxiety, stress, and emotional turmoil,

which can distract them from their job duties and reduce their ability to concentrate (Lim &

Cortina, 2005).

The psychological strain caused by harassment can also result in increased absenteeism,

lower productivity, and decreased motivation, further affecting an employee’s work output

(Salin, 2003).

Research indicates that employees who face frequent harassment are more likely to

disengage from their work, take more sick leave, and in some cases, leave the organization

entirely (Houshmand et al., 2012).

ICIMI-2024
ICIMI-2024
Purpose of the Study

The purpose of this study is to investigate the impact of workplace harassment on job satisfaction

and work performance among university employees. By examining this relationship, the study

aims to identify how different forms of harassment—such as verbal abuse, bullying, and

discrimination—affect employees' overall satisfaction with their jobs and their ability to perform

effectively in their roles. The study seeks to provide a comprehensive understanding of the

detrimental effects of harassment, thereby highlighting the need for targeted interventions and

support mechanisms within academic institutions. Ultimately, the goal is to offer actionable

insights that can help universities create a more supportive and inclusive work environment,

enhance employee well-being, and improve organizational productivity.

ICIMI-2024
 Method

The present study was quantitative in nature. According to the needs and objectives of this

research the data were analyzed by using statistical analysis.

The targeted population was comprised of teachers in different departments.

From the target population a sample of 200 university employees were selected.

The 200 universities employees consisted of 115 male teachers and 85 female participants.

Purposive sampling technique was used, for the selection of the sample.

For data collection, three questionnaires were used:

1. Workplace Harassment Strains

2. Job Satisfaction Survey (JSS)

3. Work Performance Scale

ICIMI-2024
Results of the Study
The study found significant relationships between workplace harassment, job satisfaction, and work
performance among university employees. The key findings are as follows:

Employees who reported experiencing workplace harassment demonstrated markedly lower levels of
job satisfaction compared to those who did not experience harassment. The data indicated that verbal
abuse, bullying, and discriminatory practices significantly contribute to negative feelings about the
work environment, leading to a decreased sense of fulfillment and loyalty to the institution.
Specifically, the mean job satisfaction score for employees who experienced harassment was 25%
lower than for those who did not.

ICIMI-2024
Workplace harassment was found to have a substantial negative effect on work performance.

Employees who faced harassment showed a 30% decrease in work performance scores, as

measured by productivity and quality of work assessments. These employees reported increased

difficulty concentrating, lower motivation, and higher levels of absenteeism, which were

attributed to the stress and emotional distress caused by the harassment.

There was a strong correlation between workplace harassment and adverse mental health

outcomes. Employees who experienced harassment reported higher levels of stress, anxiety, and

depression, which in turn were associated with lower job satisfaction and decreased work

performance.

These findings emphasize the urgent need for universities to address workplace harassment

comprehensively, implement effective interventions, and create a supportive work environment

to enhance job satisfaction and work performance among employees.

ICIMI-2024
The study revealed notable gender-based differences in how workplace harassment affects job
satisfaction and work performance among university employees
Female employees reported significantly lower job satisfaction compared to their male
counterparts when exposed to workplace harassment.

Female employees faced a 25% decrease in work performance scores due to harassment. They
reported higher levels of stress, anxiety, and distraction, which affected their productivity and
quality of work. The impact on performance was often accompanied by increased
absenteeism and lower engagement in work tasks.
Male employees experienced a 15% decrease in work performance scores. Although
harassment affected their work output, the effect was less severe compared to female
employees. Men were more likely to internalize stress and maintain their performance levels,
though the overall impact was still significant.

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 Future Recommendations
Enhanced support systems, including confidential counseling and peer support networks, should
be established to provide accessible and effective assistance to all employees, with particular
attention to the needs of female employees who may face more severe impacts.
Regular training and awareness programs on harassment should be conducted, emphasizing the
diverse ways harassment affects individuals and fostering a culture of respect and inclusion.
Additionally, universities must ensure the availability of effective grievance mechanisms that
allow employees to report harassment safely and confidentially, with a clear and impartial
process for handling complaints.
Continuous monitoring and evaluation of anti-harassment measures are crucial for assessing
their effectiveness and making necessary adjustments. Promoting work-life balance through
flexible working arrangements and wellness programs can help alleviate stress and prevent
harassment.
Finally, fostering an inclusive organizational culture with strong leadership commitment to
diversity and respect will contribute to a positive work environment and reduce the incidence of
harassment. Implementing these recommendations will create a safer, more supportive
workplace, improving job satisfaction and work performance for all university employees.
ICIMI-2024
 References
• Bowling, N. A., & Beehr, T. A. (2006). Workplace harassment from the victim’s perspective: A
theoretical model and meta-analysis. Journal of Applied Psychology, 91(5), 998-1012.
• Cortina, L. M., & Magley, V. J. (2003). Raising voice, risking retaliation: Events following
interpersonal mistreatment in the workplace. Journal of Occupational Health Psychology, 8(4), 247-
265.
• Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (2011). Bullying and harassment in the workplace:
Developments in theory, research, and practice. CRC Press.
• Houshmand, M., O’Reilly, J., Robinson, S., & Wolff, A. (2012). Escaping bullying: The simultaneous
impact of individual and unit-level bullying on turnover intentions. Human Relations, 65(7), 901-918.
• Lim, S., & Cortina, L. M. (2005). Interpersonal mistreatment in the workplace: The interface and
impact of general incivility and sexual harassment. Journal of Applied Psychology, 90(3), 483-496.
• McFarlin, D. B., Fals-Stewart, W., Major, V. S., & Justice, B. J. (1995). Abusive supervision and
subordinate performance and satisfaction. Personnel Psychology, 48(2), 221-233.
• Namie, G., & Namie, R. (2009). The bully at work: What you can do to stop the hurt and reclaim
your dignity on the job. Sourcebooks.
• Salin, D. (2003). Ways of explaining workplace bullying: A review of enabling, motivating, and
precipitating structures and processes in the work environment. Human Relations, 56(10), 1213-1232.
• Willness, C. R., Steel, P., & Lee, K. (2007). A meta-analysis of the antecedents and consequences of
workplace sexual harassment. Personnel Psychology, 60(1), 127-162.

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