Acceso usuarios
Al Karim Samnani, Janet A. Boekhorst, Jennifer A. Harrison
We investigated bullying behaviour within the context of trade union organizing drives. We conducted an archival search using the Ontario Labour Relations Board database, which yielded 146 cases over a 10-year period. We found that the three core features of workplace bullying were present in 20 of these cases. Through a qualitative content analysis, we found a number of instances in which managers were reported to have repeatedly and persistently engaged in acts of bullying towards union organizers and supporters, intensified the hostility of these acts over time, and exploited their power through threats to job security and captive audience meetings. We also shed light on the role of observers of bullying behaviour and how observers may have distanced themselves from or concealed contact with the target.
Practitioner points Managers in organizations may resort to bullying behaviour during the organizing drive, which can produce fear among employees and result in significant legal consequences.
Bullying tends to start with subtle and indirect behaviours, but often escalates into more intense forms of bullying.
Senior management should ensure that managers and other employees in the organization understand the potential repercussions of their bullying behaviours.
