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Received Feb 10, 2017; Revised Jun 12, 2017; Accepted Jul 30, 2017
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1. Introduction
There has been a significant increase in the number of studies on bullying in the fields of employment and organizational psychology during the past 20 years. Even though this phenomenon is defined in different forms such as workplace aggression, workplace incivility, and emotional abuse in studies carried out in Europe, Asia, and America [1, 2], basically it represents the verbal, psychological, and physical behaviors in professional life that employees or the manager carries out systematically on other employees or the manager, either individually or as groups, which leave the individual desperate and defenseless [3–5]. Employees subject to such behaviors end up with psychological symptoms and psychosomatic and musculoskeletal health problems in addition to emotional reactions such as depression, anxiety, exhaustion, and vulnerability, and they have adverse effects on organizations as well [6–10]. These negativities decrease the performance of the employees in addition to adverse effects like additional costs on the organizations as well as adverse effects on the belief and loyalty of the employees towards their organizations [11]. Even though the number of exclusive studies regarding the costs incurred by organizations as the result of bullying is low, one study revealed that the cost of bullying to organizations in Austria varies between 6 and 36 billion dollars annually [12]. Hence, many studies have been carried out on bullying in organizations in different countries such as Canada [13], Denmark [14], Germany [15], Korea [16], Norway [17], Spain and Belgium [18], Turkey [19], UK [20], and the United States [21]. These studies were generally carried out around a series of topics that concentrated primarily upon the aforementioned adverse effects, whereas studies conducted in our day are built around person-related and work-related factors [22]. The first one is the person-related factors, namely, emotion-focused coping, and it could make employees more vulnerable to bullying [23]. Work-related factors, on the other hand, relate to...