Combating psychological harassment in the workplace: Processes for management intervention

  • Poilpot-Rocaboy G
  • Winter R
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This paper focuses on the process whereby an individual at work is singled out and victimised. This phenomenon, named ‘psychological harassment’, is defined in terms of four interrelated phases: (1) antecedents interaction, (2) harassment behaviour, (3) responses of the victim and the organisation, (4) individual, organisational and societal effects. To help managers combat psychological harassment in the workplace, the paper proposes intervention processes based on the analysis of a single case study. An intervention tool, consisting of four diagnostic questions, is proposed to help managers: (1) identify psychological harassment behaviour, (2) decide whether to act or not, (3) develop a psychological harassment management process, and/or (4) develop a psychological harassment prevention process. The paper argues managers may effectively combat psychological harassment in the workplace when they utilise the proposed tool and consider carefully the implications of intervention. ABSTRACT FROM AUTHOR]; Copyright of International Employment Relations Review is the property of International Employment Relations Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

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  • Gwenaelle Poilpot-Rocaboy

  • Richard Winter

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