Bullying in the U.S. Workplace: Normative and Process-Oriented Ethical Approaches

LaVan, Helen; Martin, William Marty

doi:10.1007/s10551-007-9608-9

Cited by 99 publications

(53 citation statements)

References 50 publications

(58 reference statements)

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“…Additionally, caring is not exhibited in any kind of bullying behaviour (LaVan and Martin, 2007). Thus, as employees within a caring climate are interested in others' well-being; they will decline from engaging in harmful behaviour.…”

Section: Ethical Climate and Bullyingmentioning

confidence: 99%

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

2008

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Various aspects of the relationship between ethical climate types and organizational commitment have been examined, although a relationship with the concept of bullying, which may be very detrimental to an organization, has not attracted significant attention. This study contributes to the existing research by taking the effects of bullying behaviour into consideration. The aim of this study is to explore the effects of bullying behaviour upon the relationship between ethical climate types and organizational commitment. It will be noted that work-related bullying behaviour significantly mediated the relationship between instrumentality climate and two of the dimensions of organizational commitment. Significant relationships between ethical climate dimensions and organizational commitment can also be detected. By emphasizing a required ethical climate dimension for organizations this study therefore presents in outline a partial strategy to reduce bullying behaviour and to increase organizational commitment.

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Section: Ethical Climate and Bullyingmentioning

confidence: 99%

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

2008

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“…Yet, regardless of the formal organizational relationship, bullying contributes to the growing powerlessness of the target who over time perceives himself/herself as having little or no recourse . Described as unethical behaviour, bullying goes against universal social rules of acceptability (Ramsay, Troth and Branch 2011) and violates basic normative principles of utilitarianism, moral rights, distributive justice, care and virtue (LaVan and Martin 2008).…”

Section: Introductionmentioning

confidence: 99%

The workplace bullying-organizational change interface: emerging challenges for human resource management

D’Cruz

Noronha

Beale³

2014

The International Journal of Human Resource Management

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Though previous research has established organizational change as an antecedent of workplace bullying, issues about the source, aetiology, target orientation and level of organizational involvement and the role of HRM remain unstudied. Addressing these gaps through a hermeneutic phenomenological inquiry of Indian IT sector employees laid off during the 2008-2009 financial recession, downwards depersonalized bullying rooted in the organizational context, stemming from the implementation of the change endeavour and indicating the complicity of HR managers emerged as predominant. Apart from adding the perspective of workplace bullying to the lay-off literature, the study proposes the concept of 'compounded bullying' and has implications for the definition of workplace bullying, the legitimacy of organizational power and the scope of HRM.

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“…This review will not address the ethical aspects of workplace bullying, which have been previously addressed by LaVan and Martin (2008).…”

Section: Review Of the Literaturementioning

confidence: 99%

Workplace Bullying: A Review of Litigated Cases

Martin

LaVan

2010

Employ Respons Rights J

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Using policy-capturing methodology, this study examined the nature of workplace bullying in a random sample of 45 litigated cases in the United States. Among the findings were that most of the cases were in the District Court. Nearly one-fifth of the cases involved physical violence, the majority of the cases were in the public sector, and the supervisor was the perpetrator in many of the cases. The presence of a policy banning workplace bullying was present in slightly more than one-third of the cases. A striking finding was that 73.3% of the cases were found in favor of the employer as the defendant. These findings support the fact that even though there are no specific workplace bullying laws in the U.S., victims of workplace bullying can be legally protected. Implications for managerial practice and future research are suggested.Key words workplace bullying . litigated cases . managerial style . judicial opinion Relevance of StudyThe role of organizational research is to identify relationships in organizational contexts and provide information for managerial decision-making. Given the pervasiveness of bullying and the potential negative effects of it, both from an individual and organizational basis, it becomes more imperative that research be conducted. To date, research on bullying has tended to be based on experimental designs, in which subjects are asked to report the existence of contextual factors relating to bullying in contexts that have been devised for the research study. Another stream of research is based on surveys in which likely victims or knowledgeable professionals (such as human resource professionals) are asked to report their experiences. Often, these are in one organizational setting and do not take into account

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Bullying in the U.S. Workplace: Normative and Process-Oriented Ethical Approaches

Abstract: A-B-C-model, human resource management, legal, moral principles, workplace bullying,

Cited by 99 publications

References 50 publications

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

The workplace bullying-organizational change interface: emerging challenges for human resource management

Workplace Bullying: A Review of Litigated Cases

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