Creating ethical organisational cultures by managing the reactive and proactive workplace bully
by Jacqueline N. Hood, Kathryn J.L. Jacobson, Harry J. Van Buren III
International Journal of Economics and Business Research (IJEBR), Vol. 3, No. 1, 2011

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.

Online publication date: Sat, 18-Apr-2015

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