Workplace Bullying and Negative Behaviour in the Hospitality Industry

Handbooks of Workplace Bullying, Emotional Abuse and Harassment ◽

10.1007/978-981-10-5308-5_9 ◽

2021 ◽

pp. 501-528

Author(s):

Wendy Bloisi

Keyword(s):

Hospitality Industry ◽

Workplace Bullying ◽

Negative Behaviour

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Dignity and respect: important in volunteer settings too!

Equality Diversity and Inclusion An International Journal ◽

10.1108/edi-05-2014-0033 ◽

2015 ◽

Vol 34 (3) ◽

pp. 244-255 ◽

Cited By ~ 5

Author(s):

Megan Paull ◽

Maryam Omari

Keyword(s):

Social Capital ◽

Qualitative Study ◽

Design Methodology ◽

Workplace Bullying ◽

Online Survey ◽

Empirical Testing ◽

Content Type ◽

Legislative Amendments ◽

Negative Behaviour ◽

Practical Implications

Purpose – Volunteers in some organisations are subject to new protections under legislative amendments in Australia which proscribe workplace bullying. These new protections provide impetus for the question of whether workplace bullying is an issue for (unpaid) volunteers and (paid or unpaid) volunteer managers. The purpose of this paper is to outline key exploratory findings. Design/methodology/approach – This exploratory and descriptive qualitative study employed an online survey to collect data on the experiences of participants and on their perception of what constitutes bullying in volunteering. Findings – The evidence suggests that many of the negative behaviours which might be found in workplaces are also found in volunteering, but there are also aspects unique to this setting. Research limitations/implications – This study was exploratory in nature and will benefit from further expansion and empirical testing. Practical implications – Many respondents reported that they have been subject to, or witnessed events which they considered to be bullying. Recognition of the possibility of bullying in volunteering is a step towards amelioration. Social implications – Volunteering has benefits for individuals and organisations, as well as contributing to social capital. Organisations which are cognisant of, and actively build positive cultures are better able to attract and retain talented and committed volunteers and managers. Originality/value – There is an absence of research relating to workplace bullying in volunteer settings. As context plays a significant role in workplace bullying scenarios, this study opens up a unique perspective to this negative behaviour in a new setting.

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Pesterijen in kleine en middelgrote organisaties: verschillend van grote ondernemingen?

Tijdschrift voor Arbeidsvraagstukken ◽

10.5117/2007.023.001.003 ◽

2007 ◽

Vol 23 (1) ◽

Author(s):

Inge Neyens ◽

Elfi Baillien ◽

Kevin Vanoirbeek ◽

Hans De Witte

Keyword(s):

Risk Factors ◽

Workplace Bullying ◽

The Other ◽

Organizational Characteristics ◽

Organizational Size ◽

Negative Consequences ◽

Indirect Influence ◽

Task Team ◽

Underlying Processes ◽

Negative Behaviour

Workplace bullying in small and medium sized enterprises: Different from large organizations? Workplace bullying in small and medium sized enterprises: Different from large organizations? Many studies investigate which task-, team- and organizational characteristics result in mobbing at work. In this article, we explore the effect of the size of the organization on the development of bullying. Therefore, we compare two qualitative studies in 19 large organizations and 47 Small and Medium sized Enterprises (SME's). The organizational size has a direct, preventive influence on bullying in SME's because (1) the behaviour of the employees is visible and striking, (2) there is less anonymity and (3) bullying is less bearable in a SME (because of the harmful group atmosphere and performances). In order to study the indirect influence of the organizational size, we compare the task-, team- and organizational risk factors of the two studies. We conclude that most of the risk factors in SME's resemble these in larger organizations. However, the SME interviewees mention more often causal and continuing risk factors such as a lack of hierarchy, rules and procedures and preventative characteristics such as a quick dismissal and the close-knit group. In comparing the underlying processes that result in bullying, we conclude that SME interviewees emphasize more often that negative behaviour is more visible and results in more negative consequences (for example bad performance, dismissal). This keeps a possible perpetrator from bullying (the effect/danger ratio is low). On the other hand, the bullying stops sooner because power is more often used in a constructive way in SME's to solve frustrations, strains, conflicts and bullying (for example by sanctions from a manager or the close-knit group who counteract against the bullying).

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