Vertical vs horizontal bullying: A need of socio‐interactive ethical trainings at workplace

Abstract

Bullying at workplaces is a growing problem associated with several antecedents and outcomes of psychological disorders. Extant literature shows the relationship of victimization with the owning‐up curriculum to confront bullying, but so far there is little research to cure the issue of bullying through ethics and there is no study to check the impact of ethical lessons and exercises in training materials to curb bullying at workplace. The current paper is based on a literature review of aggression and bullying, and chiefly addresses the HR practices in rescuing the people from peer victimization. Conceptually segregating supervisor‐subordinate (vertical) and peer‐peer (horizontal) bullying psychology, this paper attempts to see what possible corrective steps can be taken by senior managers, supervisors and psychologists to resolve this critical problem through interior capacities. In this paper, we have developed three propositions for conducting a future empirical investigation in connection to a cohort study. By addressing the counterproductive/deviant behavior, the present report is likely to be beneficial for psychology scientists and HR practitioners in noticing and resolving the bullying issues at the workplace for the well‐being of employees.

The Role of Workload, Nepotism, Job Satisfaction, and Organizational Politics on Turnover Intention: A Conservation of Resources Perspective

“…This result is not aligned with the results of prior research (Walsh et al, 2013). Prior study suggests the finding that organisational politics is a strong predictor of workplace harassment that could be explained by a poor system of exploring, alleviating, and safeguarding possible victims (Farooq et al, 2021). However, the nonsignificant result shows that the organization's politics do not play a significant role in the harassment of female staff of the hospital.…”

Current Approaches, Typologies and Predictors of Deviant Work Behaviors: A Scoping Review of Reviews

“…In their review, Farooq et al (2021) distinguished between vertical (i.e., supervisor-to-subordinate) and horizontal (i.e., colleague-to-colleague) bullying. While vertical bullying takes the form of abusive behaviors directed at the subordinate (e.g., over-burdening the subordinate with work), horizontal bullying includes peer-to-peer forms, like not cooperating with a new employee or harassing colleagues.…”

“…From an organizational standpoint, bullying can also harm a firm’s performance by shattering the job-related abilities of victims (e.g., motivation, task learning, and team interdependence). The authors argue that workplace bullying is mostly determined by the work environment and Farooq et al (2021) report that there are three main ethical qualities that could control bullying in the workplace: humaneness, respect, and decency. Taken together, establishing an ethical climate at work seems to be an effective method to limit workplace bullying ( Appelbaum et al, 2012 ; Farooq et al, 2021 ).…”

Self-promotion and online shaming during COVID-19: A toxic combination

“…Via a thorough literature review, Social Cognitive Theory (SCT) ( Bandura, 1982 ) was identified as being the fundamental theoretical framework for determining the likelihood of a person committing online shaming. SCT has been applied to both offline and online to investigate and clarify the acts of bullying and harassment ( Farooq et al, 2021 ; Bjärehed et al, 2021 ; Wachs et al, 2020 ; Xiao and Wong, 2013 ); investigated the impact of the community environment on the intention to share information in virtual communities ( Cai and Shi, 2020 ); investigated the factors that influence students’ intention to continue using blogs to learn ( Tsai and Cheng, 2012 ). According to SCT, human motivation and behaviour are extensively controlled by forethought, and this anticipatory control system includes expectations that may refer to the effects of a particular action ( Bandura, 1982 ).…”