Abstract
The ‘mobbing’ phenomenon is regarded as the actions or behaviour referring to an employee or directed against an employee, comprising persistent and drawn-out harassment or intimidation of that employee. This phenomenon causes substantial negative workplace consequences, but, above all, one should stress the consequences for the victims, which are devastating. This has been observed in a variety of organisations, regardless of the sector and country. Given these facts, the purpose of this study was to identify the prevalence of workplace mobbing in Polish and Lithuanian organisations with regard to corporate social responsibility (CSR). The research sample included a group of 823 entities operating in both countries in both the private and public sectors (410 from Lithuania and 413 from Poland). A closed-type questionnaire was used in the survey. Several research methods including factor analysis, Cronbach’s alpha, Spearman–Brown, factor loading, and total item correlation were used in our study. The results achieved showed that there were both similarities as well as differences between the analysed organisations. More specifically, our research revealed that: (1) Employee attitude to CSR depends on the company’s sector of activity and the country; (2) In Poland, workplace mobbing is more prevalent in the public sector than in the private, whilst in Lithuania there were no substantial differences; (3) Organisations that implemented the CSR concept showed less imposed mobbing prevalence; and (4) Employees who faced mobbing in the workplace had worse relationships with clients and users of the company’s services/products.
Highlights
How does the declaration of corporate social responsibility (CSR) influence employee interrelationships and how does the existence of workplace mobbing in an organisation affect the very employees’ relation to CSR? Is CSR a guarantee that workplace mobbing will be eliminated?These and similar issues that have arisen from organisational practice show the considerable interest of organisations in external stakeholder and organisational image [1,2]
Our research revealed that: (1) Employee attitude to CSR depends on the company’s sector of activity and the country; (2) In Poland, workplace mobbing is more prevalent in the public sector than in the private, whilst in Lithuania there were no substantial differences; (3) Organisations that implemented the CSR concept showed less imposed mobbing prevalence; and (4) Employees who faced mobbing in the workplace had worse relationships with clients and users of the company’s services/products
It is likely that in combining shareholders’ interests and public expectations, organisations are looking for a simpler way to improve the opinions of external stakeholders, but less noticeable are internal processes that determine employee support for the CSR program, and the well-being of the very employees of the organisation, which remain in the background
Summary
How does the declaration of corporate social responsibility (CSR) influence employee interrelationships and how does the existence of workplace mobbing in an organisation affect the very employees’ relation to CSR? Is CSR a guarantee that workplace mobbing will be eliminated?These and similar issues that have arisen from organisational practice show the considerable interest of organisations in external stakeholder and organisational image [1,2]. A significant imbalance between the focus on external stakeholders and the reconciliation of internal processes occurs both in old market economies [3,4,5], and in the Middle and Eastern European countries that broke free three decades ago that have put greater emphasis on economic responsibility or environmental protection than on social aspects [6]. It is likely that in combining shareholders’ interests and public expectations, organisations are looking for a simpler way to improve the opinions of external stakeholders, but less noticeable are internal processes that determine employee support for the CSR program, and the well-being of the very employees of the organisation, which remain in the background. Public Health 2020, 17, 2944; doi:10.3390/ijerph17082944 www.mdpi.com/journal/ijerph
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