The paper 'Experiences with Workplace Bullying Policy' is a perfect example of a Management Essay. Bullying is a common phenomenon at workplaces and most workers fear it and seek ways to avoid it or avenues to deal with it when it occurs. Harrington, Rayner, and Warren's Human Resource Management Journal article offers some signals and strategies to prevent and deal with workplace bullying and outcomes. In most settings, bullying can be inherently predictable. However, despite the fact that bullying is a common phenomenon in workplaces, it does not automatically mean that HR will prevent and deal with it successfully.
The article emphasizes on anti-bullying policy as pre-incident approaches to prevent and deal with bullying. Subsequently, the concepts show how HR manager and other managers apply strategies to prevent, solve and some factors that make its hard to address bullying. Methods Used The authors use both the secondary and primary data to understand how HR practitioners deal with workplace bullying. The qualitative study and the use of questionnaires are useful to get a bigger sample and understand commonly used methods when identifying, reporting, and assessing bullying incidences.
Combining secondary research and primary one helped to address a certain and unique gap in the literature about the relationship between managers and HR practitioners in handling bullying. Clear data analysis and discussion assist in offering clear evidence to the research about the study outcomes. Outcomes The Nature of Bullying The article by Harrington, Rayner & Warren (2012) argues that bullying is common as it moves through human culture. However, despite it being common, some workers tolerate it, most find it unpleasant, and others are destroyed by it.
Some workers can appear calm in the presence of bullying, but that does not mean that the problem is solved. If bullying becomes common, it goes against the values of teamwork and affects the output of workers. Bullying can arise due to competition for desired positions, promotions, and gender and personality differences. The tendency of workplaces to be dominated by various interests can make bullying pervasive. The HR manager faces bullying as an internal threat to workers. Consequently, most HR practitioners provide HRM policies to managers and then support the managers as they implement them.
However, the article reveals that various researchers find the judicious execution of policies a critical process. Employee's perceptions are in most cases influenced by the way they see fairness, integrity, predictability, reliability, and openness with the managers handling the implementation. Each stakeholder's in the triad, HR practitioner, and manager and employee response determine how anti-bullying policy delivers its mandate in the workplace. Dealing with Workplace Bullying The article argues that anyone is prone to bullying. Workers, men, women, lawless, and law-abiding and the managers face bullying in different contexts and due to various reasons.
Ordinary workers facing bullying in the workplace can respond by breaking the policy, leaving the job. Bullying was once a leading cause of women's deaths and homicide in workplaces. In turn, responding to bullying is a critical point the article focuses on and can help to identify and avoid unpleasant outcomes. The approaches prescribed in the article are imported to individuals, HR managers, and practitioner in an enforcement order. First, it notes that is not possible to eliminate bullying in workplaces but preventive and proactive approaches help workers relate better and with necessary skills that help them deal with bullying.
Cowan, R. L. (2011). “Yes, We Have an Anti-bullying Policy, But…:” HR Professionals' Understandings and Experiences with Workplace Bullying Policy. Communication Studies, 62(3), 307-327.
Cowan, R. L. (2012). It’s complicated: Defining workplace bullying from the human resource professional’s perspective. Management Communication Quarterly, 0893318912439474.
Fox, S., & Cowan, R. L. (2015). Revision of the workplace bullying checklist: the importance of human resource management's role in defining and addressing workplace bullying. Human Resource Management Journal,25(1), 116-130.
Harrington, S., Rayner, C., & Warren, S. (2012). Too hot to handle? Trust and human resource practitioners' implementation of anti‐bullying policy.Human Resource Management Journal, 22(4), 392-408.
Thirlwall, A. (2015). Organisational sequestering of workplace bullying: Adding insult to injury. Journal of Management & Organization, 21(02), 145-158.