Combating psychological harassment in the workplace: Processes for management intervention

Abstract

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. [ABSTR)