ObjectivesEverywhere in the world, people have woken up to the reality of the phenomenon of workplace bullying and its disastrous consequences on the health and identity of the human target and also on the organizations. Nevertheless, it appears that a confusion may exist between bullying and other psychosocial risks. Even if harassment is a risk among psychosocial risks, the nature of the bullying process differentiates it from the other suffering at work. The purpose of this article is to provide ways of understanding the specificity of bullying and help to recognize the consequences of bullying or a target's health. This will lead us to explain why the prevention of bullying cannot come about through setting up additional processes but, on the contrary, by a work on dignity, allowing people to enter into an ethical relationship with others. Researchers agree that bullying is an interpersonal problem rooted in and played out in an organizational context but, for fear of stigmatizing people, many studies focus only on the organizational factors as the origin of the phenomenon, ignoring the human vector which relays it. However, it is the human element that makes the difference between bullying and psychosocial risks. In a bullying situation, it is not the work of a person which is attacked, but the person him/herself. This is the reason why it affects the physical and psychological health to such an extent. Studies have shown that the health outcomes of bullying are different from those of other occupational stressors with more rumination, hypervigilance, psychosomatic disorders. The gravity of these symptoms is a direct consequence of the ostracism and the attacks to the dignity. The growing number of problems of bullying throughout the world is undoubtedly indicative of a profound transformation of work organization, but also of the cultural changes of our society. Bullying is a complex process whose origin is not linked to a single cause but to several factors, managerial, sociological and psychological, which interact and reinforce each other. Concerning the organizational factors of bullying, it is clear that modern management is no longer expressed in a human relationship but through numbers, objectives and results. A management focused on standardized procedures leaves aside the human part of individuals which cannot always be objectified and cannot regulate the struggles of influence and abuse of power. Placed under permanent pressure, with fear of losing their jobs, employees may not be able to protect themselves or may lose their limits and use unfair methods such as bullying. On the other side, the logic of performance invades all domains of society and increasingly so because of new technologies. In addition to the direct pressure of work, there is a subtle pressure coming from the society, intimating to each one to be powerful, fulfilled and happy. Our society has changed and this has led individuals to change. Modern individuals have a great need for recognition, they fear not being up to standard, can present a great intolerance to frustration and a great difficulty in questioning themselves. These traits generate defense mechanisms, which may express through a hardening of relationship towards others. ConclusionsThese changes of individuals have a significant effect on management, and employers should take it into account. But if they have taken steps to combat stress, they are slow to identify bullying that seems too subjective, too tied to the personality of the employees and their potential fragility. If we want to set up an effective prevention of bullying, it is important to recognize the precise distinctive of bullying and help organizations to adapt their management style to the changing of modern individuals.
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