This work examines the nature of workplace bullying
and its possible origins in the context of
organisational cultures. Consideration is given to
the problems created for legislators, employers and
employees alike by the absence of a precise and
succinct definition that promotes consistency instead
of the plethora of perceptions currently in use.
The importance of distinguishing between types and
reasons for bullying relationships is emphasised, as
recognition of such differences is essential for the
effectiveness of any anti-bullying policy. A study
with two Colleges of Education suggests a possible
relationship between the perceived level of
management understanding of the respondent's
workload, and the effectiveness of the institution's
anti-bullying procedures, possibly reflecting the
working cultures of distinct occupational groups.
A proactive recruiting policy is outlined, while the
intention of prominent reactive procedures is to
rapidly address and fairly resolve bullying
allegations. This book will be of interest to
human resource departments and others responsible
for developing procedures to minimise this insidious
workplace hazard.