Consequences Of Bullying In A Company (HRP)

1650 Words 7 Pages
Bullying is such a delicate subject that it leaves people at a vulnerable stage where all trust is given to the person in responsible to deal with, but when that is not the case, there are consequences to both the organization and target. Bullying is an issue that should not be taken lightly as every situation is different which means there should be a different approach to all cases. However, HRPs take the issue into something they cannot handle which can cost the organization dearly as employment turnover will likely to increase from these unsolved bullying claims.
The core issues being addressed is the bullying that takes place with the managers to employees with little or no help from the HRP. This then results in low levels of trust to address the bullying that is happening as the end result is mounting to nothing happening leaving the target vulnerable. Also, due to the good relationship with the HRP and managers, bullying complaints are taken lightly
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This means that instead of taking it as a bullying claim, they do it in a way that the manager is at fault, but in terms of managing the employees and this is why the employees feel like they are being bullied. The HRPs repackage the claim to performance management as this is a better approach and downplay the term bullying. This means that the targets claims are not even considered and the bullying is denied. The distrust emerges from this as the HRPs haven’t even talked through the situation. Data suggest that the HRPs and line managers are siding together, which is very unfair on the target as the claims are about the managers and becomes very biased and one sided. Also, the HRPs allows the bullying claims to be a managerial ‘error’ which means the HRPs say they have acted towards the situation by not labelling it a strong word of

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