Reflexões sobre o indivíduo desejante e o sofrimento no trabalho: o assédio moral, a violência simbólica e o movimento homossexual

Background: Workplace bullying constitutes a persistent psychosocial risk in public service settings, where hierarchical structures and limited exit opportunities may intensify employees’ psychological strain. Although previous research has documented associations between workplace bullying and burnout, less is known about the psychological processes through which bullying translates into emotional exhaustion and the contextual conditions under which these processes are activated, particularly in public sector contexts. Method: This study used survey data from 234 public service employees working in administrative, educational, and non-clinical healthcare institutions across three major cities in Türkiye (Istanbul, Ankara, and Izmir). Participants who were frequently exposed to workplace bullying were selected to examine the detrimental cycle that victims experience. A moderated mediation model (PROCESS Model 7) was tested to examine emotion-focused coping as a mediating mechanism between workplace bullying and burnout, operationalized through emotional exhaustion, and to assess whether this indirect effect was conditional on perceived bystander silence. Results: Findings indicated that workplace bullying was associated with increased reliance on emotion-focused coping only when perceived bystander silence was high. The conditional indirect effect of workplace bullying on burnout via emotion-focused coping was significant at higher levels of bystander silence, whereas no indirect effect emerged under low silence conditions. Conclusions: These findings suggest that burnout does not arise as an automatic consequence of bullying exposure but unfolds through coping processes that are activated in socially silent environments. By highlighting the conditional role of bystander silence, this study emphasizes the value of social context in shaping how public service employees respond to workplace bullying and how burnout develops. We discuss the practical implications for organizational interventions that aim to reduce bystander silence and support healthier coping processes in organizations.

Bullying and Harassment in the Workplace An International Perspective

Aim/Purpose: The purpose of this paper is to apply Albert Bandura’s findings of the Bobo Doll experiments to organizational behavior and workplace bullying in higher education. The Bandura social psychological experiments confirm that people who see aggression also need to witness an intervention to aggression to learn that the organization does not welcome aggression in their work environment. Background: By applying the Bandura experiment, the researcher shows how leadership can intervene to stop organizational aggression and abuse. Without leadership intervention, workplace bullying continues in higher education. Methodology: The researcher used a data set of 730 higher education professionals. The central research question: RQ Which personnel, bullied or not bullied, are more likely to report that no intervention was demonstrated in the organization’s response to reports of workplace bullying on campus? A chi-square analysis was used to examine if organizational inaction was more likely to lead to workplace bullying. Contribution: The application of the Bobo Doll experiments confirms that workplace aggression is either curtailed or proliferates based on leadership’s intervention to stop aggression in higher education. This social psychology approach contributes to the literature on workplace bullying in higher education about the need for leadership to intervene and stop bullying behaviors. Findings: Those who reported organizational apathy, that is the “organization did nothing” were more likely to face workplace bullying in higher education at a statistically significant level, .05 level (χ2 (1, n = 522) = 5.293, P = 0.021). These findings align with Bandura’s theoretical approach that an intervention is needed to curtail aggression and workplace bullying. Recommendations for Practitioners: Organizational leadership should consider 360 evaluations, ombudsmen, and faculty oversight committees to collect data and intervene in workplace bullying problems on campus. Recommendation for Researchers: Researchers can further examine how leadership engagement and intervention can curtail costly and corrosive workplace bullying in higher education. Impact on Society: These findings confirm that workplace bullying will not just disappear if left unattended. Empirical data confirms that leadership apathy, or deliberate indifference, to interventions only enable aggression and bullying in the workplace. Future Research: Future research projects can include qualitative approaches to discover what values encourage leaders to intervene in workplace bullying.

In the United Kingdom the majority of those reporting being bullied at work claim their manager as ‘the bully’ (Hoel and Beale, 2006). A global phenomenon, workplace bullying is damaging to those involved and hence their organizations (Einarsen et al., 2003), justifying academic attention and a practical need to develop mechanisms that tackle the phenomenon. Bullying is typically a problem ‘owned’ by Human Resource (HR) departments, yet existing evidence suggests that targets perceive HR practitioners (HRPs) as inactive, hence ineffective, in response to claims (Lewis and Rayner, 2003). However, very little is known about how HRPs themselves interpret and respond to claims of bullying. We address this gap, drawing on Bourdieu’s concept of ‘symbolic violence’ to interpret experiential interview data. Our findings suggest HRPs enact symbolic violence on employees who raise claims of bullying against their managers by attributing managerial bullying behaviours to legitimate performance management practices. A critical discourse analysis identified four interpretive mechanisms used by HRPs that served to exonerate managers from bullying behaviours, thereby protecting the interests of the organization at the expense of an employee advocacy role. These data suggest that, rather than being solely a phenomenon perpetrated by individuals, workplace bullying is often a symptom of managerialist and capitalistic discourses of intensified performance management in organizations, reinforced by the embedding of existing professionalization discourses with the field of Human Resource Management in the UK.

This article discusses the prevalence of bullying in South African workplaces as well as the causes and symptoms thereof and the shortcomings in the current protection available to victims. Jurisprudence indicates that in the past victims typically had to rely on the prohibition against harassment in the Employment Equity Act 55 of 1998 (EEA). However, they were often unsuccessful as they could not prove that the bullying took place on a prohibited ground. An analysis of the common law and various other statutes confirms that South African law provides inadequate protection to victims of bullying. A brief overview of measures against bullying in some foreign jurisdictions indicates that bullying is mostly seen as a health and safety concern and that victims do not have to prove that bullying took place on a prohibited ground. This article also discusses the newly adopted Code of Good Practice on the Prevention and Elimination of Harassment in the Workplace (2022 Code) which endeavours to give effect to the International Labour Organisation's (ILO) Violence and Harassment Convention No 190. The discussion aims to establish whether the 2022 Code will resolve the lacuna in the protection against workplace bullying. The article concludes that this is not the case and recommends that the EEA be amended to define harassment sufficiently wide to include bullying; that the Labour Relations Act 66 of 1995 be amended to provide that an omission by an employer to address harassment (including bullying) could constitute an unfair labour practice; that a national code issued in terms of the Occupational Health and Safety Act 85 of 1993 be adopted to address bullying; and that health and safety legislation be amended to explicitly address bullying in the workplace and provide remedies to victims.

Background: Maintaining highly motivated nurses - who are committed to health care organizations - is one of the greatest challenges today. Organizational justice is a crucial indicator of successful organizations. Nurses of health care organizations that are fair in their procedures, policies, and distribution systems provide better reactions to their organizations in terms of positive behaviors and better quality of patients' outcomes. Aim: The aim of this study was to examine the relationship between organizational justice and workplace bullying among nurses. Methods: A quantitative descriptive correlational research design was used to examine the relationship between organizational justice and workplace bullying among nurses. A sample of 163 nurses was recruited from different departments at one of the university hospitals in Demiatte Governorate, Egypt. Colquitt's Organizational Justice Scale was used to measure perception of organizational justice, and Negative Acts Questionnaire-Revised (NAQ-R) to measure workplace bullying among nurses. Results: Nurses had moderate level of perceived organizational justice and mild level of bullying at workplace during the last six months (61.98, 39.88) respectively. A significant relationship between organizational justice and: gender (.008), marital status (.045), educational level (.002), and years of experience (.008) were found. Only educational level (0.54) was significantly correlated to workplace bullying. A statistically significant negative correlation between workplace bullying and organizational justice (-.119) was identified too. Conclusion: Nurse managers should create a healthy and cooperative work environment that is characterized by shared decision making and justice in all daily activities.

Workplace bullying (WB) remains a pervasive concern across all sectors, including higher education institutions (HEIs), where shifting power dynamics, performance pressures, and transformation mandates often create fertile ground for systemic abuse. This research explored lecturers' experiences with WB in a South African HEI using qualitative research and a phenomenological approach informed by interpretivism and critical theory. Twenty‐six purposefully selected participants from a population of 190 lecturers were interviewed, and data were thematically analyzed and co‐coded to ensure trustworthiness. Findings revealed that WB was deeply embedded in institutional culture, manifesting through a hostile environment, abusive and dysfunctional institutional communication, work environment, and management deficiencies. It addresses a gap in the qualitative WB literature by applying a critical theory and human resource development (HRD) lens, particularly within the under‐researched South African HEI context. This article makes a key contribution by theorizing WB as structural and symbolic violence embedded in institutional norms, distorted communication, and performativity. The findings extend critical theory by revealing how race‐based transformation policies, such as affirmative action and employment equity, may unintentionally exacerbate WB. The article concludes with actionable HRD recommendations and suggestions for future research.

This research explores the ways in which Human Resource Practitioners construct their notions of bullying in workplace, as a consequence fills a gap in the literature on bullying in the workplace. Human Resource Practitioners (HRPs) were interviewed with using semi-structured interview questions and the data from the interviews were analysed with the NVIVO package. The results indicate that bullying in the workplace is rather a complex problem for the HRPs as a result of three factors, management orientated policies on the occurrence of bullying, pressure within organisations that have been designed to protect managers, and the general lack of power of both HRPs and Human Resource Management, in organisations. The participants used several interpretive mechanisms with bullying in the workplace, and these tended to place blame on the recipient of the bullying and give legitimacy to the behaviour of the manager, despite the characteristics of the bullying behavior conforming to the definitions of bullying reported in academic research. The nature of the way in which claims of bullying was constructed by HRPs was dependent upon who the bully was, for example, if he was the victim’s colleague or manager. A consistent finding was that HRPs constructed claims of bullying between work colleagues as an interpersonal relationship with a level of conflict and claims between employee and manager as the victim’s response to management and performance work practices. Such results have substantial implications for practice and research in the future. Since, the constructions found in this research tends suggests that the behavior of management in employee and manager claims of bullying would probably not be constructed by HRPs as bullying in the workplace.

Purpose: This paper aims to highlight how crucial it is to address workplace bullying as a violation of human rights and to provide ideas for both prevention and intervention. It seeks to draw attention to the negative consequences of workplace bullying on people and organizations while also providing advice on creating a secure and welcoming workplace that supports the rights and dignity of every employee. Methodology: The research and literature on workplace bullying, human rights concepts, and successful preventative and intervention measures are all thoroughly reviewed in this study. The data was acquired from a variety of sources, including academic research, international human rights norms, legislative frameworks, and case studies from the actual world. This data is combined to give a comprehensive picture of workplace bullying, its effects, and effective ways to deal with it. Results: According to the study, bullying at work hurts people's physical, emotional, and psychological health as well as an organization's production, morale, and reputation. The study discusses several kinds of workplace bullying, typical bullying conduct, and its effects on people and organizations. It also emphasizes the significance of workplace human rights norms, such as the right to dignity, a secure work environment, and freedom from harassment and discrimination. Conclusion: As a breach of human rights, workplace bullying is a major problem that has to be addressed. By implementing thorough anti-bullying policies, fostering an inclusive culture, providing accessible reporting mechanisms, providing training and education, and ensuring efficient investigation and resolution procedures, organizations can prevent and address workplace bullying.

Purpose: This paper aims to highlight how crucial it is to address workplace bullying as a violation of human rights and to provide ideas for both prevention and intervention. It seeks to draw attention to the negative consequences of workplace bullying on people and organizations while also providing advice on creating a secure and welcoming workplace that supports the rights and dignity of every employee. Methodology: The research and literature on workplace bullying, human rights concepts, and successful preventative and intervention measures are all thoroughly reviewed in this study. The data was acquired from a variety of sources, including academic research, international human rights norms, legislative frameworks, and case studies from the actual world. This data is combined to give a comprehensive picture of workplace bullying, its effects, and effective ways to deal with it. Results: According to the study, bullying at work hurts people's physical, emotional, and psychological health as well as an organization's production, morale, and reputation. The study discusses several kinds of workplace bullying, typical bullying conduct, and its effects on people and organizations. It also emphasizes the significance of workplace human rights norms, such as the right to dignity, a secure work environment, and freedom from harassment and discrimination. Conclusion: As a breach of human rights, workplace bullying is a major problem that has to be addressed. By implementing thorough anti-bullying policies, fostering an inclusive culture, providing accessible reporting mechanisms, providing training and education, and ensuring efficient investigation and resolution procedures, organizations can prevent and address workplace bullying.

Anti-age discrimination legislative remedies passed in the United States at the federal level have offered limited protections for older workers. Much the same can be said for Canadian laws at the federal and provincial level. Even so, available remedies currently are being tested in courts at a greater rate in the United States. In recent years, there also has been a movement in the United States to pass state laws to prevent workplace bullying and abuse, resulting in a number of pending “healthy workplace” bills in almost all states. In Canada, while older workers’ precarious position is sometimes recognized, the need for additional protections in the workplace has received little legal attention to date. According to the International Labour Organisation, the European Union has passed more stringent anti-bullying workplace policies that, in combination with anti-age discrimination laws, may offer more protection to older workers than legislation passed in North America to date. This chapter describes current and pending legislation to protect older workers from discrimination and workplace abuse in North America and Europe. It places laws in the broader context of how anti-bullying and ageism in the workplace are defined, and the intersection of ageism with other types of discrimination, as well as older workers’ ability to make use of legal remedies. Until progress is made in these three areas, older workers’ situations will continue to be precarious.

Workplace bullying is negative social phenomena to be reckoned with individual and organisational development. It produces grave consequences on employees’ physical and mental well-being condition, as well as on cooperation’s’ performance and achievements in the long-term. The intention to leave and work engagement are two classic consequences of workplace bullying. They are also two coping strategies victims could select when exposing to negative acts. This paper intends to research the impact of gender and working experience on the relationship between workplace bullying and the two outcomes among Chinese human resource professionals.

Psychosocial risks which include workplace bullying and harassment are not limited to the developed world, as evidenced by increasing prevalence of such issues. Recent research has evidenced the phenomena of bullying beyond Europe and America. Workplace bullying, however, has not received much attention in India, either in academic research or in mainstream media, until recently. Even though many international organizations and national governments have developed measures and programmes to deal with workplace bullying and harassment, which include both legal/legislative and non-regulatory approaches such as guidelines, their focus has mainly been at the enterprise/organizational level, whilst the important level of policy interventions on workplace bullying in developing countries has been largely ignored. This study, therefore, examined policy initiatives taken to prevent/manage bullying at work in India. Furthermore, it sought to identify key needs and priorities, legislative and policy frameworks, methodologies of intervention in the workplace and good practices, relevant to the national context. The results of the study are expected to contribute to improving strategies to deal with bullying at work at the national, regional and organizational level.

This study examines the relationship between workplace bullying and mental health outcomes among gay and bisexual (GB) male workers in Japan, based on the minority stress framework. Prior research has shown that lesbian, gay, bisexual, transgender, queer, and other populations with diverse sexual orientations are more vulnerable to mental health problems and suicide, yet few studies have focused specifically on workplace bullying as a distal stressor. Using an anonymous web-based survey conducted in 2020, data were collected from 1,202 employed GB men aged 20–69. Logistic regression analyses, including Firth’s penalized likelihood method for rare events, assessed associations between bullying and psychological distress, suicidal ideation, and suicide attempts, adjusting for sociodemographic, employment, and workplace factors. Results showed that 8.8% of respondents reported bullying due to sexual orientation. Bullying was significantly associated with higher odds of psychological distress, suicidal ideation, and suicide attempts. These associations remained significant after controlling for confounders. The findings indicate workplace bullying is not only linked to psychological distress but also extends to suicide-related behaviors. This highlights the urgent need for organizational interventions, legal protections, and inclusive workplace cultures in Japan. Future research should adopt longitudinal designs and address intersectionality to strengthen empirical evidence and policy relevance.

A Study on Research Trend for Nurses’ Workplace Bullying in Korea: Focusing on Semantic Network Analysis and Topic Modeling