Perceptions of workplace bullying in the New Zealand travel industry: Prevalence and management strategies

Bentley, Tim; Catley, Bevan; Cooper‐Thomas, Helena D.; Gardner, Dianne; O’Driscoll, Michael P.; Dale, Alison; Trenberth, Linda

doi:10.1016/j.tourman.2011.04.004

Cited by 87 publications

(67 citation statements)

References 84 publications

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“…While there is little evidence of the impact of bullying on these outcomes in hospitality, it follows from the general bullying literature that the perceived experience of bullying will result in undesirable organisational outcomes for the sector. In-line with this view, Bentley et al (2012) demonstrated that victims of workplace bullying tend to have greater absenteeism, together with a reduction of work attitudes such as job satisfaction. Adopting a SET perspective, Parzefall and Salin (2010) argued that when employees are exposed to bullying behaviours at work, this could result in a perception of a breach in psychological contract.…”

Section: Hypothesis 4 Pos Will Be Negatively Related To Workplace Bumentioning

confidence: 69%

“…Bullying is often associated with a structural imbalance of power (Ram 2015), and may have specific facets in customer interactions in tourism where a group of customers may 'mob' an employee with complaints . While workplace bullying research most commonly deals with bullying among organisational members, we note that it is generally recognised in the literature that bullying may occur from multiple sources (Bentley et al, 2012;, including managers, co-workers, clients, customers, students and patients.…”

Section: Workplace Bullying As a Product Of The Work Environmentmentioning

confidence: 97%

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The dark side of high performance human resource practices in the visitor economy

Page

Bentley

Teo

et al. 2018

International Journal of Hospitality Management

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Enhancing employee performance and improving staff retention are key objectives within the visitor economy, especially among the subset of tourism and hospitality businesses where there is a strong emphasis on 'people first' practices. A significant threat to achieving these sector goals is the presence of psychosocial risk factors associated with abuse and ill-treatment at work. This study examines the role of workplace bullying in the relationship between two organisational approaches to support workforce performance, high performance work systems and perceived organisational support, and employee engagement and retention. Our findings indicate that bullying weakens or even reverses the impact of these organisational initiatives, with HPWS found to increase perceived exposure to bullying. The paper discusses the implications for the visitor economy, particularly, the need to enhance the perception of concern for employee wellbeing and create healthy work environments in the sector if organisational efforts to enhance engagement and retention are to be effective. 2 Literature Review 2.1 Theoretical perspectives on HRM: HPWS and POS to enhance worker satisfaction and reduce leave intentions Numerous studies have highlighted the effectiveness of human resource management (HRM) practices in achieving satisfaction and retention that are salient for the visitor economy (e.g. Delery 1998; Huselid 1995; Way 2002), although there are a wide range of issues which impact upon human resource (HR) practices and performance and productivity that remain germane areas for research (Guest 2011). One approach to people management, based on strategic HRM and the resource-based view, relates to the macro system of practices organisations use to manage human capital (Murphy, DiPietro and Murrmann 2007). These macro systems of practices are known as high performance work systems (HPWS). HPWS include a range of HRM practices that have been associated with positive organisational performance (Huselid 1995; Ramsay, Scholarios, and Harley 2000). Despite the growing literature on HPWS, there has not been any uniform definition of the specific composition of these high performance HR practices. A meta-analysis of the literature by Jiang et al (2012) identified a variety of HR practices that could be considered components of HPWS. These practices were categorised into three dimensions of HR systems: skills-enhancing, motivation-enhancing, and opportunity-enhancing. Jiang et al. observed that these practices include comprehensive recruitment, rigorous selection, and extensive training for skills-enhancing HR bundles. Developmental performance management, competitive compensation, incentives and rewards, extensive benefits, promotion and career development, and job security were examples of motivation-enhancing

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Section: Hypothesis 4 Pos Will Be Negatively Related To Workplace Bumentioning

confidence: 69%

Section: Workplace Bullying As a Product Of The Work Environmentmentioning

confidence: 97%

The dark side of high performance human resource practices in the visitor economy

Page

Bentley

Teo

et al. 2018

International Journal of Hospitality Management

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“…Indeed, work environment factors may influence both the likelihood that bullying occurs and affect how recipients of bullying respond (Salin & Hoel, 2011). From a prevention perspective, then, contextual factors may take on primary and secondary prevention roles in reducing bullying and its impacts (Bentley, Catley, Cooper-Thomas, Gardner, O'Driscoll, Dale, et al, 2012;Law, Dollard, Tuckey, & Dormann, 2011).…”

Section: Introductionmentioning

confidence: 99%

Neutralizing workplace bullying: the buffering effects of contextual factors

Cooper‐Thomas

Gardner

O’Driscoll

et al. 2013

Journal of Managerial Psychology

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Purpose. This paper examines the direct and buffering effects of three workplace contextual factorsconstructive leadership, perceived organizational support, and organizational antibullying initiativeson bullying and its relationships with relevant criteria. Further, the paper investigates the effectiveness of organizational initiatives against bullying as perceived by targets and non-targets. Method. Data were collected from 727 employees in nine New Zealand healthcare organizations. Of these, 133 employees were classified as bullied, as they had experienced at least two negative acts per week over the last 6 months. Findings. Correlations revealed negative relationships between the three contextual work factors and bullying. Moderated regression showed that perceived organizational support buffered the relationship of bullying with self-rated job performance, and that organizational initiatives against bullying buffered the relationship of bullying with both wellbeing and organizational Neutralizing workplace bullying 2 commitment. Targets consistently gave lower ratings than non-targets of the effectiveness of organizational initiatives to address bullying. Implications. These results show that contextual factors are important in workplace bullying. They were directly associated with lower levels of bullying and buffered the negative impacts of workplace bullying both through anti-bullying initiatives and perceived organizational support. Further research is needed into effective ways for organizations to counter bullying. Originality. There is scant research on workplace factors that may reduce bullying and buffer its negative effects. Our paper makes an original contribution in providing evidence of the importance of three contextual factors, and of buffering effects for perceived organizational support and organizational initiatives against bullying.

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“…In certain studies, extremely high rates of 90.8% 38 are being reported. Lastly, Bentley et al 39 in their study of 332 respondents from the New Zealand retail and business travel industry found that 11.4% of respondents in their sample self-identified as being victims of bullying, based on the criterion that self-reported victims had to have experienced at least two negative acts weekly for a period of six months. It is imperative to take cognisance of the fact that the differences in reported prevalence rates are influenced by the particular frequency criterion being applied, one's conceptualisation of the phenomenon, and the sample size of respondents.…”

Section: The Prevalence Of Workplace Bullyingmentioning

confidence: 99%

A proposed typology of the military bully

Kalamdien

Lawrence

2017

SCIM

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Workplace bullying is a pervasive problem faced by organisations globally. Although progress has been made in augmenting our understanding of the phenomenon within diverse work settings, the military remains one work environment where dialogue into the phenomenon is not forthcoming. Scientific enquiry into bullying in the military is virtually non-existent. The aim of this study was to provide a conceptual analysis and review of workplace bullying literature, whilst also characterising the personas of military bullies and initiatives to assist them in correcting their behaviour. The associated costs to an organisation necessitate the urgency with which this issue needs to be addressed, especially within the military environment.

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Perceptions of workplace bullying in the New Zealand travel industry: Prevalence and management strategies

Cited by 87 publications

References 84 publications

The dark side of high performance human resource practices in the visitor economy

The dark side of high performance human resource practices in the visitor economy

Neutralizing workplace bullying: the buffering effects of contextual factors

A proposed typology of the military bully

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