HRM’s Response to Workplace Bullying: Complacent, Complicit and Compounding

Clive R. Boddy () and Louise Boulter ()
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Clive R. Boddy: Anglia Ruskin University
Louise Boulter: Bishop Grosseteste University

Journal of Business Ethics, 2025, vol. 197, issue 3, No 6, 555 pages

Abstract: Abstract Perceptions of human resource (HRM) management’s response to worker bullying were investigated through a netnographic analysis of written comments concerning an online ‘TEDx’ talk called “Bullying and Corporate Psychopaths at Work” to help determine whether HRM are seen as supportive of bullied workers. This research utilized a qualitative, ethnographic approach deemed to be highly valid in researching sensitive areas such as that of workplace bullying. Findings align with, deepen, and extend previous theory and knowledge in that a key finding that emerges is that HRM is deemed by workers to be capable of, but unwilling to deal effectively with, bullying managers. HRM are seen as complacent in that they do little about psychopathic bullies, complicit in that they support managerial bullies and compounding in that they worsen outcomes from workers’ point of view. It appears that HRM has therefore lost the trust of this sample of bullied workers. The paper is a first to apply a netnographic analysis to the problem of workplace bullying and reveals HRM fails to deal with it to worker’s satisfaction. Implications include that the ubiquitous prevalence of workplace bullying around the world could continue unabated unless strict, clear codes of conduct are established and policed by HRM or non-HRM related forms of intervention are mobilized.

Keywords: Workplace bullying; HRM; Trust; Corporate psychopaths; Psychopathy (search for similar items in EconPapers)
Date: 2025
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DOI: 10.1007/s10551-024-05755-3

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