2001
DOI: 10.7748/nm.8.1.14.s9
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Bullying and harassment

Abstract: BULLYING IS the persistent, demeaning and downgrading of human beings through vicious words and cruel unseen acts, which gradually undermine confidence and self-esteem ( Adams 1997 ). Managers faced with such allegations need to find out what is going on.

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Cited by 23 publications
(15 citation statements)
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“…According to Lee (1999) this means that workplace problems, which were previously solved through collective action, now might be processed under the heading of workplace bullying. Nazarko (2001) argues that bullying occurs when there is a power imbalance at a workplace and when the manager fails to check what is going on. Bullying can only occur when boundaries for behaviour are ill鈥恉efined at the workplace (Nazarko 2001).…”
Section: Discussionmentioning
confidence: 99%
“…According to Lee (1999) this means that workplace problems, which were previously solved through collective action, now might be processed under the heading of workplace bullying. Nazarko (2001) argues that bullying occurs when there is a power imbalance at a workplace and when the manager fails to check what is going on. Bullying can only occur when boundaries for behaviour are ill鈥恉efined at the workplace (Nazarko 2001).…”
Section: Discussionmentioning
confidence: 99%
“…[53][54][55][56] Scant literature offers evidence that lateral violence is a result of individual physiological or psychological flaws. Studies focused on genetics and lateral violence offer little evidence that sex or ethnicity may be considered as correlated, much less causal, factors.…”
Section: Personal Factorsmentioning
confidence: 99%
“…The tyrannical supervisor makes effort to ensure the subordinate performs as directed through excessive monitoring, and if the subordinate is found to be under-performing, the supervisor gives unfair criticism and blocks individuals from promotion (Randle, Stevenson, & Grayling, 2007;Rayner, 1997;Simpson & Cohen, 2004). Such aggressive supervisory tactics, Nazarko (2001) explains, leave subordinates feeling vulnerable and powerless, and as a result from damaged self-esteem, subordinates' fail to deliver their best work product, progressively fear continued supervisor retribution, and eventually quit their jobs. Subordinates are not provided the necessary resources from tyrannical supervisors to succeed, and consequently are punished for it:…”
Section: Workplace Bullyingmentioning
confidence: 99%
“…Nazarko (2001) emphasizes the significance of supervisor bullying tactics in describing "the bully's 'management skills' consist of aggression and undermining staff" and effectively diminish subordinate encouragement, abilities, and motivation (p. 14). The tyrannical supervisor complicates work processes by withholding information necessary for subordinate success (Takaki, Taniguchi, & Hirokawa, 2013).…”
Section: Workplace Bullyingmentioning
confidence: 99%
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