{"title":"加拿大工作环境中的职场欺凌和骚扰管理:老生常谈","authors":"Ruth McKay, Aareni Uruthirapathy, Yulia Pankova","doi":"10.1108/er-07-2023-0360","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p> 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.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p> Data for this research were collected through a survey administered to employees in Canadian workplaces (<em>n</em> = 1,000), including managers (<em>n</em> = 461). A stratified sample was used to facilitate a good representation of region, age, gender, sector and occupational level of working Canadians.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p> 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.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p> 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.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p> 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.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p> 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.</p><!--/ Abstract__block -->","PeriodicalId":47857,"journal":{"name":"Employee Relations","volume":"17 1","pages":""},"PeriodicalIF":2.7000,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Managing workplace bullying and harassment in the Canadian work context: same old, same old\",\"authors\":\"Ruth McKay, Aareni Uruthirapathy, Yulia Pankova\",\"doi\":\"10.1108/er-07-2023-0360\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p> 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.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p> Data for this research were collected through a survey administered to employees in Canadian workplaces (<em>n</em> = 1,000), including managers (<em>n</em> = 461). A stratified sample was used to facilitate a good representation of region, age, gender, sector and occupational level of working Canadians.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p> 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.</p><!--/ Abstract__block -->\\n<h3>Research limitations/implications</h3>\\n<p> 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.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p> 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.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p> 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.</p><!--/ Abstract__block -->\",\"PeriodicalId\":47857,\"journal\":{\"name\":\"Employee Relations\",\"volume\":\"17 1\",\"pages\":\"\"},\"PeriodicalIF\":2.7000,\"publicationDate\":\"2024-05-29\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Employee Relations\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/er-07-2023-0360\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"INDUSTRIAL RELATIONS & LABOR\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Employee Relations","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/er-07-2023-0360","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"INDUSTRIAL RELATIONS & LABOR","Score":null,"Total":0}
Managing workplace bullying and harassment in the Canadian work context: same old, same old
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.
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