Terror töökohal on kohal, selles ei ole suurt kahtlust. Kuivõrd või missugustes organisatsioonides see suureneb või väheneb või teiseneb, seda ei ole võimalik täpselt mõõta või kaaluda. On vaid analüüsivõimalused mõistmaks, mis võib toimuda.

Siinviidatud vabalevis olev tekst leidis oma koha, sest pakub tehnikaid, kuidas terrorist vabaneda organisatsioonipraktikaid muutes.

Kontekstiks sellest, mis on terror töökohal:

“Workplace bullying is a form of systematic mistreatment that occurs repeatedly and regularly over time, whereby the target has difficulty defending themselves due to the power imbalance between the parties involved (Einarsen et al., 2011).” (Tuckey et al., 2022, p. 1)

Terror ja töötaja tervis:

“There is also growing evidence that” bullying at work is related to poorer cardiovascular health (e.g., Kivimäki et al., 2003; Xu et al., 2019), suicidal ideation (Leach et al., 2017), and sleep problems (Nielsen et al., 2020). Once escalated, it is difficult to effectively resolve bullying situations (Zapf & Gross, 2001), particularly in unsupportive work environments (Kwan et al., 2016; Törnroos et al., 2020).” (Tuckey et al., 2022, p. 1)

Organisatsiooniline kontekst on oluline:

“Recognizing the critical role of organizational contexts in affecting the behavioral phenomena within (cf. Porter, 1996), we set out to leverage the rich content contained within official workplace bullying complaint records to uncover the contexts in which bullying occurs within organizations; these “risk contexts” (cf. Lazzerini & Pistolesi, 2013) are indicative of “systemic errors in the way the organization functions” (Akerboom & Maes, 2006, p. 23) that, in this case, foster bullying.” (Tuckey et al., 2022, p. 2)

Autoritel on tõsine ambitsioon:

“Practically, our discoveries open the door to the possibility of “designing out” bullying from organizational systems—enhancing people management practices in general, and particularly within the contexts identified here, offers concrete focal points for prevention and intervention.” (Tuckey et al., 2022, p. 2)

Keskastmejuhtide olulisus suureneb:

“There is a growing devolution of HR responsibilities wherein HR managers are increasingly tasked with designing policies to ensure integration of HR issues with strategic decision marking while the implementation of people management practices is progressively shifting to line managers (Perry & Kulik, 2008). Line managers have thus begun to play a more critical role in coordinating, appraising, and motivating employees to work toward organizational goals.” (Tuckey et al., 2022, p. 2)

Lugemishuvi suurendamiseks:

“Overall, our findings support the conclusion that ineffective people management practices used by supervisors in nine risk contexts (such as managing underperformance, clarifying and defining job roles, and managing interpersonal and team relationships) represent areas of organizational functioning ripe for the development of workplace bullying.” (Tuckey et al., 2022: 15)

Tuckey, M. R., Li, Y., Neall, A. M., Chen, P. Y., Dollard, M. F., McLinton, S. S., Rogers, A., & Mattiske, J. (2022). Workplace bullying as an organizational problem: Spotlight on people management practices. Journal of Occupational Health Psychology, 1–21. https://doi.org/10.1037/ocp0000335