Abstract
Purpose
Drawing on the resource-based view, the purpose of this paper is to examine the extent to which the level of the organization’s human resource management (HRM) practices, perceived financial resources and organizational size predict the existence of a well-developed ethical infrastructure against workplace bullying.
Design/methodology/approach
The human resource (HR) managers or the main health and safety representatives (HSRs) in 216 Norwegian municipalities responded to an electronic survey, representing some 50 percent of the municipalities.
Findings
The level of high-quality HRM practice predicted the existence of an ethical infrastructure against workplace bullying, particularly informal systems represented by a strong conflict management climate. Perceived financial resources did not predict the existence of such ethical infrastructure. Organizational size predicted the existence of policies and having training against bullying.
Practical implications
This study informs practitioners about organizational resources associated with organization having a well-developed ethical infrastructure against workplace bullying. A high level of high-quality HRM practices seems to be more important for the existence of a well-developed ethical infrastructure against workplace bullying compared to financial resources and organizational size, at least as perceived by HR managers and HSRs.
Originality/value
This study provides empirical evidence for the importance of having a high level of high-quality HRM practices as predictors of the existence of ethical infrastructure to tackle workplace bullying. An essential finding is that the existence of such an infrastructure is not dependent on distal resources, such as organizational size and perceived financial resources.
Drawing on the resource-based view, the purpose of this paper is to examine the extent to which the level of the organization’s human resource management (HRM) practices, perceived financial resources and organizational size predict the existence of a well-developed ethical infrastructure against workplace bullying.
Design/methodology/approach
The human resource (HR) managers or the main health and safety representatives (HSRs) in 216 Norwegian municipalities responded to an electronic survey, representing some 50 percent of the municipalities.
Findings
The level of high-quality HRM practice predicted the existence of an ethical infrastructure against workplace bullying, particularly informal systems represented by a strong conflict management climate. Perceived financial resources did not predict the existence of such ethical infrastructure. Organizational size predicted the existence of policies and having training against bullying.
Practical implications
This study informs practitioners about organizational resources associated with organization having a well-developed ethical infrastructure against workplace bullying. A high level of high-quality HRM practices seems to be more important for the existence of a well-developed ethical infrastructure against workplace bullying compared to financial resources and organizational size, at least as perceived by HR managers and HSRs.
Originality/value
This study provides empirical evidence for the importance of having a high level of high-quality HRM practices as predictors of the existence of ethical infrastructure to tackle workplace bullying. An essential finding is that the existence of such an infrastructure is not dependent on distal resources, such as organizational size and perceived financial resources.
| Original language | English |
|---|---|
| Peer-reviewed scientific journal | Personnel Review |
| Volume | 48 |
| Issue number | 3 |
| Pages (from-to) | 672-690 |
| Number of pages | 19 |
| ISSN | 0048-3486 |
| DOIs | |
| Publication status | Published - 01.04.2019 |
| MoE publication type | A1 Journal article - refereed |
Keywords
- 512 Business and Management
- HRM practices
- Workplace bullying
- Psychosocial work environment
- Ethical infrastructure
- Formal systems
- Informal systems
Areas of Strength and Areas of High Potential (AoS and AoHP)
- AoS: Leading for growth and well-being
