Workplace Bullying

1326 Words3 Pages

It comes a time when human resource managers are faced with ethical dilemmas. It is their job to be able to manage and execute a solution for any problem they may encounter. Unfortunately, bullying is a form of harassment that is fairly common in this generation. Human Resource managers play a pivotal role to ensure that their work environment remains a respectful place where employees can feel at ease, comfortable and safe. HR professionals must learn how to identify, address, and solve any bullying that may be going on.

Main Purpose

In this article, the author writes to explain the importance of Human Resource and the effects they have towards work place bullying. Bullying is a common issue that HR comes across and they must …show more content…

Bullying is an issue that has become way too familiar to everyone specially in this generation. There are many forms of bullying whether it is through social media, which has become a huge platform for cyber bullying, physical or verbal abuse it is crucial for HR managers to keep this under control. Work place bullying consists of extreme, negative, and pervasive or persistent work place abuse, experienced by targets as an imbalance of power. (Rayner and Keashly, 2005; Einarsen, 2009 PG 116). According to the article, when present in the workplace, bullying can have serious effects on individuals and the organization. Consequences to individuals include health problems which include post-traumatic stress disorder and depression; identity crisis; emotional damage, such as humiliation, doubt and stress; and vicious cycles of …show more content…

Not only should HR managers act when a bullying situation arises but they need to do anything in their power to prevent a situation from happening in the first place. HR managers must know how to identify and deal with these situations. The two main approaches used to measure the prevalence of bullying are self-identification by targets, where respondents are given a definition of work place bullying and asked to identify if or how frequently they have experienced it (Einarsen & Skogstad, 1996; Rayner, 1997 PG 117); and checklists of specific bullying behaviors and definitional criteria such as persistence and frequency of behaviors. It is the job of HR to act as a liaison between employees, a moderator of disputes, and even an enforcer of policies and procedures (Bohlander & Snell, 2007 PG 117). There are currently three commonly used checklists the NAQ-R, WAR-Q, and WB-C. These checklists help determine if employees have dealt with specific types of behaviors. Research has proven that bullying targets approach colleagues before any one for help and support. It is important for HR to make it known that employees can be comfortable addressing any issues with them. Once the target makes it known that they are being bullied it is human resources responsibility to respond to that

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