Psychological harassment at work in Hungary and Slovakia

Bencsik Andrea, Poór József and Juhász Tímea ()
Additional contact information
Bencsik Andrea: Selye János University, Komarno, Slovakia
Poór József: Selye János University, Komarno/Slovakia
Juhász Tímea: Budapest Business University, Budapest, Hungary

Management & Marketing, 2024, vol. 19, issue 1, 51-72

Abstract: Bullying, harassment, and sexual harassment in the workplace are not new issues; they have always existed in various forms. Recent studies have highlighted their impacts on workers and their well-being at work. However, the perception of these problems differ across the United States, Europe, and Asia. These differences are reflected not only in terms of sensitivities, workplace policies, and relevant laws, but also in the language/vocabulary used to designate the same. Psychological harassment is a bitter issue for many who are affected by it. Unfortunately, it remains a less popular topic in academic research. This may be due to the sensitivity associated with the topic, the possible shame and value judgements of those involved, and the myriad cultural differences that complicate its perceptions. This study deals with the characteristics of psychological harassment in workplaces across Hungary and Slovakia. It addresses the following questions: How are the sources of psychological bullying perceived in the two countries, how do victims tolerate the abuse they are subjected to, and what factors influence the same. The study also examines whether the company’s tools for combating psychological bullying in the workplace have an impact on an employee’s decision to leave the organization as a result of mobbing. It conducted quantitative surveys involving 500 Hungarian and 108 Slovakian employees. The results were analyzed by the authors using SPSS version 28 with univariate and multivariate statistical methods. Frequency analysis, ANOVA, T- test and factor analysis, among others, were performed. The results show that the perception of the sources of psychological bullying and the tolerance of the related phenomena depend on a number of personal factors. However, the tools that firms use to deal with mobbing do not necessarily play a determining role in an employee’s decision to leave their workplace following psychological harassment.

Keywords: mobbing; leaving the workplace; psychological harassment; workplace including Eastern and Central Europe; cooperation. (search for similar items in EconPapers)
Date: 2024
References: Add references at CitEc
Citations:

Downloads: (external link)
https://doi.org/10.2478/mmcks-2024-0004 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:vrs:manmar:v:19:y:2024:i:1:p:51-72:n:4

DOI: 10.2478/mmcks-2024-0004

Access Statistics for this article

Management & Marketing is currently edited by Alina Mihaela Dima

More articles in Management & Marketing from Sciendo
Bibliographic data for series maintained by Peter Golla ().