Public–Private Sector Comparisons of Nurses’ Work Harassment Using Set: Italy and Australia

Health consequences of bullying in the healthcare workplace: A systematic review

“…Nine papers measured psychological distress, psychological stress or reduced psychological well‐being; eight found significant associations with bullying (Brunetto et al., ; Carter et al., ; Demir & Rodwell, ; Demir et al., ; Rodwell & Demir, ; Rodwell, Demir, & Steane, ; Taniguchi, Takaki, Hirokawa, Fujii, & Harano, ; Trepanier, Fernet, & Austin, ) and one found no significant association (Eriksen, Tambs, & Knardahl, ). The strongest positive correlation coefficient was reported in a study of 2,950 UK healthcare workers, reporting a correlation of r = 0.52 ( p < 0.001) between bullying (NAQ‐R) and psychological distress (GHQ‐12 score) (Carter et al., ).…”

Changing role of HRM in the public sector

“…At the start of the 21 st century 'empowerment' was one of the key HRM buzzwords, however it has been superseded by employee engagement, a more substantial and widespread policy, although actual practice varies. The role of employee engagement is particularly pertinent to professionals as their 'loyalties' may be split between their organisation, profession and end-users, and has been extensively explored by Brunetto et al (2015Brunetto et al ( , 2018 in health and policing (Brunetto et al 2017), such variations in engagement can have a profound impact on organisational commitment, job satisfaction and employee health and wellbeing. The employee engagement agenda requires much in terms of the leadership qualities of those responsible for leading professionals who themselves may have varied agendas.…”

Respect, bullying, and public sector work outcomes in Vietnam

“…Based on MCT, leaders who respect their followers are likely to create a mutual and respectful environment and rules for a collective treatment that encourages the perceptions of person-person fit and the psychological growth of self-esteem, selfworth, and positive self-validation (Baumeister 1996;Decker and Van Quaquebeke 2015). As individuals' needs of self-recognition are met, trust and the shared respectful environment inspire and strengthen social ties or a positive workplace atmosphere, and collaborative behaviours (Clarke and Mahadi 2017;Brunetto et al 2016). These positive exchange relationships thus reduce incidents of negative behaviours such as bullying because employees frequently receive care, support, and resources from their leaders (Hoel et al 2010;Skogstad et al 2011).…”