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Organisational sequestering of workplace bullying: Adding insult to injury

Published online by Cambridge University Press:  23 January 2015

Alison Thirlwall
Alison Thirlwall*
Affiliation:
Faculty of Business, University of Wollongong in Dubai, Dubai, United Arab Emirates
*
Corresponding author: alisonthirlwall@uowdubai.ac.ae
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Abstract

This paper explores empirical data from human resources practitioners and employees to define the ways in which organisations respond to complaints about workplace bullying in New Zealand. Despite recommendations that organisations take workplace bullying seriously and increasing research in recent years, little evidence exists of improvements in the management of this problem. Indeed, this study adds to the gloom by providing an account of the ways in which a group of organisations failed to take responsibility for the welfare of their employees and members. A selection of disappointing responses to requests for help, and some possible explanations for these responses, is presented. Crucially, a set of terms for identifying organisational inaction towards full resolution of workplace bullying is introduced, resolving some aspects of denotative hesitancy in this area. Defining the approaches that hinder resolution of workplace bullying may contribute to its reduction.

Keywords

communicationhuman resource management (HRM)topic areasmobbingbullyingcounterproductive behaviours
Type
Research Article
Information
Journal of Management & Organization , Volume 21 , Issue 2 , March 2015 , pp. 145 - 158
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2015 

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