Debate: ‘Robust performance management’ or workplace bullying? Not just the ‘what’ but the ‘how’

Abstract

There is a very fine and difficult to detect line between what can be called ‘robust performance management’ and workplace bullying. Most policies, guidance notes, codes of practice and legislative provisions are clear in that ‘reasonable management’ action does not constitute workplace bullying. But what is ‘reasonable management’ action? And are these few simple words enough to delineate justified management behaviour for corrective action from workplace bullying behaviour that is abusive, unfair, harsh, aggressive, ‘over-the-top’, ‘nit-picky’ and unrelenting? This distinction is more complicated than it first appears

Habermas, Relational Leadership, and Public Sector Workplace Bullying

“…A pertinent question that needs to be addressed is where the fine line is between reasonable and constructive leadership and robust performance management, and when it manifests and segues into workplace bullying. Omari and Paull [60] highlight that NPM has changed the nature of leadership and initiate a debate about what it has become, and its implications for workplace bullying. Indeed, it could be argued that public sector leadership has entailed crossing the Rubicon into a negative performance management dynamic, and undue pressure.…”

An Enlightened Environment? Workplace Bullying and Incivility in Irish Higher Education

“…Change in the sector has been nothing short of seismic in the past 20 years, principally as a function of NPM, of particular relevance to this study as all Irish Universities are public. 2 The specific features of NPM reform, which aim to make the public service more accountable, efficient, and effective (Omari & Paull, 2017) are beyond the scope of this article for exploration in detail, 3 with the exception of mention of the particular challenges associated with NPM for Universities in Ireland that influence the working environment culture. These include massification, with an increase in admissions of 24% between 2000 and 2012 (Organisation for Economic Co-operation and Development [OECD], 2013), managerialism and marketization, for example, the focus on global ranking systems and pressure for better ranking status year-on-year.…”