Develop a conceptual model of social undermining and determine its relationship with organizational agility

Research in the field of workplace aggression has rapidly developed in the last two decades and with this growth has come an abundance of overlapping constructs that fall under the broad rubric of workplace aggression. While researchers have conceptually distinguished these constructs, it is unclear whether this proliferation of constructs is adding appreciably to our knowledge, or whether it is constraining the questions we ask. In this paper, we consider social undermining and argue that the manner in which we have differentiated these (and other) aggression constructs does not add appreciably to our knowledge of workplace aggression. The novelty of this study is to identify and explain the factors affecting the social undermining at the welfare organization, moderator and mediator variables, forming strategies and identify consequences of these behaviors in the organization. In this study by using grounded theory implications to explain the causal conditions, context, intervening and social undermining.The results showed a positive relationship between the dimensions of social undermining. with regard to the mechanism of research, research back to the administrators organizations to help with more recognized factors will prevent in the conduct of tear this practices to detect and of this behaviors. Also managers better understand the conduct of the social to find and organizations help will know that which both Internally to Employees this close. In addition to that is a guide for policymakers organizations, to be exercised policy for control of this decision practices. This paper adds to the literature on workplace aggression by reinforcing how critical it is to consider not only the nature of the relationship between the victim and the perpetrator, but also how individual differences affect the way an aggressive act is perceived.