Managing workplace bullying and harassment in the Canadian work context: same old, same old

IF 2.7 3区 管理学 Q2 INDUSTRIAL RELATIONS & LABOR
Ruth McKay, Aareni Uruthirapathy, Yulia Pankova
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引用次数: 0

Abstract

Purpose

Canadian organizations started addressing workplace bullying and harassment in the 1990s. Proactive organizations have written policies, trained managers and employees, created a complaint process and conducted surveys. The objective of this study is to examine how effective these efforts by Canadian organizations have been.

Design/methodology/approach

Data for this research were collected through a survey administered to employees in Canadian workplaces (n = 1,000), including managers (n = 461). A stratified sample was used to facilitate a good representation of region, age, gender, sector and occupational level of working Canadians.

Findings

The survey indicated that some Canadian organizations continue to be negligent in addressing workplace bullying and harassment and that the problem is particular to large organizations, young employees and the private sector.

Research limitations/implications

The survey identifies that some Canadian organizations are still negligent in addressing workplace bullying and harassment. The problem is particular to large organizations, young employees and the public sector.

Practical implications

Senior and middle-level managers need to be aware that workplace bullying and harassment continue to occur in their work environment. Further, given that managers at times defer excessively to authority, the human resource (HR) department has a vital role in addressing workplace bullying and harassment. HR needs to establish a reputation among employees that their complaints will be taken seriously, and corrective actions will be taken.

Originality/value

This study examined the nature of workplace bullying and harassment in the Canadian context. The study found that organizations are still neglecting issues of workplace bullying and harassment and that there is a disconnect between what employees are experiencing and what senior management is professing is the situation. This disconnect is a continued liability for organizations.

加拿大工作环境中的职场欺凌和骚扰管理:老生常谈
目的 加拿大各组织于 20 世纪 90 年代开始处理工作场所欺凌和骚扰问题。积极主动的组织制定了相关政策,对管理人员和员工进行了培训,建立了投诉程序,并开展了调查。本研究的目的是考察加拿大各组织所做的这些努力的效果如何。 设计/方法/途径 本研究的数据是通过对加拿大工作场所的员工(n = 1,000)(包括管理人员(n = 461))进行调查收集的。调查结果表明,一些加拿大组织在解决工作场所欺凌和骚扰问题方面仍然存在疏忽,而这一问题在大型组织、年轻员工和私营部门尤为突出。实际意义 中高层管理人员需要意识到,工作环境中仍然存在工作场所欺凌和骚扰现象。此外,鉴于管理者有时过分服从权威,人力资源部门在解决工作场所欺凌和骚扰问题方面起着至关重要的作用。人力资源部门需要在员工中建立一种声誉,让员工相信他们的投诉会得到认真对待,并会采取纠正措施。研究发现,各组织仍在忽视工作场所欺凌和骚扰问题,员工的遭遇与高级管理层宣称的情况之间存在脱节。这种脱节仍然是各组织的责任。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Employee Relations
Employee Relations Multiple-
CiteScore
6.50
自引率
8.80%
发文量
69
期刊介绍: ■Communication, participation and involvement ■Developments in collective bargaining ■Equal opportunities ■Health and safety ■HRM ■Industrial relations and employment protection law ■Industrial relations management and reform ■Organizational change and people ■Personnel and recruitment ■Quality of working life
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