Incidence of workplace bullying among hospitality employees

Abstract

Purpose The purpose of this study is to the address the key factors of workplace bullying among hospitality employees, as workplace bullying results in damaging consequences on both individuals and organizations. Design/methodology/approach This study first defines the phenomenon of workplace bullying and then reviews the related literature. Data are collected from a sample population of 238 hospitality employees obtained from the latest European Working Conditions Survey. Logistic regression analysis is used to achieve the study objectives. Findings Results from the binary logistic regression model show the main personal and organizational factors related to the probability of workplace bullying. The logistic regression model explains 76.4 per cent of the total variations in the sample. The model correctly classifies 78.1 per cent of hospitality employees who did not feel bullied in their profession and 74.1 per cent of employees who did feel bullied. Practical implications The authors’ findings imply that responsible managers in hospitality enterprises may reduce the organizational levels of workplace bullying by adjusting certain working conditions and establishing a supportive environment. Originality/value Studies on personalities inclined to bullying are inconclusive. To the best of the authors’ knowledge, this research is the first to develop a comprehensive and exploratory conceptual model of workplace bullying that links personal variables, working conditions and contextual factors to the prevalence of workplace bullying within the hospitality sector in the European context.

Known and Unknown Aspects of Workplace Bullying: A Systematic Review of Recent Literature and Future Research Agenda

“…Human resource planning plays a vital role in WB situations by linking the job roles in a temporal and situational manner (Cowan & Fox, 2015). According to Ariza-Montes et al (2017), responsible HRD professionals can significantly minimize the organizational levels of WB by modifying certain working conditions and setting up a supportive working environment. Handling the WB situation, the HR planners become emotional laborers as they play the role of a management advisor; an unbiased, neutral third-party investigator; as well as a mediator (Cowan & Fox, 2015).…”

Perception and experiences of sexual harassment among women working in hospitality workplaces of Bahir Dar city, Northwest Ethiopia: a qualitative study

“…As a result, studies have reported that WSH is a severe public health concern that affects 42% of women working in hospitality jobs in the United States [ 19 ], 74.6% in 27 European countries [ 20 ], 89% in Australia [ 21 ], 50% in the Nordic Region [ 22 ], and 60% in Taiwan [ 23 ]. It is also a significant public health issue in Sub-Saharan African hospitality workplaces, such as Accra, Ghana [ 11 , 24 ] (49.4%), Cameroon (98.8%) [ 25 ], Zimbabwe (78%) [ 8 ], and South Africa (14%) [ 26 ].…”

Deviance, deviant behaviour and hospitality management: Sources, forms and drivers

“…The review developed in this paper draws on and synthesises a strong tradition of research on deviant behaviour and its links with hospitality. Hospitality is often associated with the notion of deviance and deviants: venues and resorts are frequently seen as sites for hedonistic, transgressive and criminal behaviour (Andrews, 2009;Botterill & Jones, 2010;Botterill, Pointing, Hayes-Jonkers, Clough, Jones, & Rodriguez, 2013;Botterill, Seixas, & Hoeffel, 2014;Chapman & Light, 2016); employers and operators in the sector are regularly portrayed as engaging in unethical practices (Baum, 2015;Harris, 2012;Terry, 2009); hospitality organisations and occupations are characterised as spaces of violence, harassment and bullying (Ariza-Montes, Arjona-Fuentes, Law, & Han, 2017;Meloury & Signal, 2014;Ram, 2018); and the sector itself is often treated as a marginalised profession attracting deviants and misfits (Baum, Kralj, Robinson, & Solnet, 2016;Orwell, 1989;Robinson, 2008;Wood, 1997). The topic of deviance continues to emerge in research on hospitality management (Pizam, 2012(Pizam, , 2015(Pizam, , 2016aTorres, van Niekerk, & Orlowski, 2017;Tresidder, & Martin, 2018) and in cognate fields of tourism (Li, & Chen, 2017;Tham & Wang, 2017) and services management (Bedi & Schat, 2017;Boukis, 2016).…”