 Creating ethical organisational cultures by managing the reactive and proactive workplace bullyJacqueline N. Hood, Kathryn J.L. Jacobson and Harry J. Van Buren Iii International Journal of Economics and Business Research, 2011, vol. 3, issue 1, 29-41 Abstract: Organisations in the current economic climate might conclude incorrectly that being hard and even abusive to employees will serve a useful purpose. However, we will argue that organisations that will survive the current economic turbulence are those that follow ethical principles by managing damaging bullying behaviour. Workplace bullying is the repeated, malicious and health-endangering treatment of an employee by one or more other employees. The aim of this paper is to understand how organisational cultures interact with individuals' tendencies towards bullying behaviour and individuals' abilities to self-monitor their behaviour, thus, producing various outcomes for individuals and organisations. Keywords: workplace bullying; bullies; self-monitoring; reactive aggression; proactive aggression; aggressive behaviour; organisational culture; abusive behaviour; ethical principles; ethics; damaging behaviour; repetitive treatment; malicious treatment; health-endangering treatment; employees; individual tendencies; human resource management; HRM; economics; business research. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijecbr:v:3:y:2011:i:1:p:29-41 Access Statistics for this article More articles in International Journal of Economics and Business Research from Inderscience Enterprises Ltd |
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