The Dark Side of Organizational Behavior: A Conceptual Analysis on Perceived Victimization in Organizations
Synopsis
This study comprehensively examines the concept of perceived organizational victimization, characterized as the "dark side" in organizational culture and organizational behavior literature, in terms of its causes, developmental stages, types, individual and organizational outcomes, and resolution methods. Etymologically derived from the Arabic root "gadr" and referring to employees' subjective perceptions of being exposed to temporary or persistent aggressive behaviors originating from colleagues or management, victimization relies on personal perception rather than the objective reality of the situation. Disrupting organizational balance, this phenomenon can stem from actions such as spreading rumors, psychological pressure, performance hindrance, and unjust administrative sanctions, while also being fueled by victim personality traits, strategic coping behaviors, leadership styles, rigid rules, and competitive organizational structures. The victimization process primarily consists of four stages: experiencing harm, perceiving it as unjust and cruel, seeking social approval, and attaining official victim status. Manifesting in direct, indirect, or hidden forms, this process leads to individual-level consequences such as burnout, depression, sleep disorders, lower job and life satisfaction, and elevated stress levels, while producing severe organizational damage including reduced efficiency, generalized mistrust, rule violations, and high employee turnover. To mitigate these negative impacts and foster a healthy work climate, it is vital for organizational management to utilize administrative mechanisms effectively, including rigorous employee selection, ensuring safety, establishing fair policies, supporting staff development, and dismissing chronically aggressive individuals when necessary.
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