When employees bully their managers: upward bullying victimization in hotels workplaces

Abstract

Purpose Upward bullying victimization remains a relatively underexplored phenomenon within the hotel sector. This study aims to investigate the experiences of upward bullying victimization directed at hotel managers and the factors contributing to this phenomenon. Design/methodology/approach Drawing on face-to-face semi-structured qualitative interviews with 21 hotel managers from 14 four- or five-star hotels, the authors identify manifestations and factors of upward bullying victimization. Organizational justice theory (OJT) and affective events theory (AET) serve as complementary lenses. Findings The analysis identifies seven key factors associated with upward bullying episodes among hotel managers: organizational change, leadership transition, unmet employee demands, managerial style, leader favouritism, career envy and unresolved employee trauma. Furthermore, the findings reveal that employees engage in observable behaviours (e.g. coalition-forming, gossiping, service withdrawal) against managers, suggesting that managers may be constrained from disciplining employees without risking service failure − thus potentially reframing traditional power dynamics within an upward bullying paradigm. Practical implications The findings highlight the importance of enhancing awareness of the upward bullying phenomenon among hospitality practitioners and HR professionals. These findings can inform the development of confidential reporting channels, policies, training, operational support, transparent procedures and managerial onboarding. Originality/value This study develops a context-specific framework to understand upward bullying dynamics in hotels, highlighting managers as potential targets. Its originality lies in distinguishing key factors from observable manifestations and integrating OJT and AET to interpret hotel managers’ accounts.