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Theorizing About Depersonalized Bullying at Work

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Depersonalized Bullying at Work

Part of the book series: SpringerBriefs in Psychology ((BRIEFSPSYCHOL))

Abstract

Depersonalized bullying at work has emerged through empirical research as a concept in its own right, emphasizing the importance of the organizational level of analysis in workplace bullying. Yet, the discovery of this concept was not followed up by any attempts to take it forward. The findings of Studies I and II presented in Chap. 3 along with the limited earlier literature are drawn upon to overcome this lacuna. In delineating the source, visibility, form, aetiology, target orientation, duration, power dynamics and outcomes of depersonalized bullying, the singular nature of the phenomenon is established. In developing a theoretical framework of depersonalized bullying, the available knowledge is integrated to demonstrate the linkages between various stakeholders through antecedents, course and consequences as well as temporality, setting, form and other influences. Gaps that warrant further investigation and points where intervention is required can both be identified. Theorizing on these lines allows for conceptual equivalences between interpersonal and depersonalized bullying at work to be achieved. In suggesting mechanisms for action, apart from legal measures and grading systems, primary prevention includes altering the extra-organizational environment and/or organizational goals and instituting ethical workplaces while secondary and tertiary prevention comprises several types of informal and formal social support within and outside the organization.

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Authors and Affiliations

  1. Organizational Behaviour, Indian Institute of Management Ahmedabad, Ahmedabad, Gujarat, India

    Premilla D’Cruz

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  1. Premilla D’Cruz
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D’Cruz, P. (2015). Theorizing About Depersonalized Bullying at Work. In: Depersonalized Bullying at Work. SpringerBriefs in Psychology. Springer, New Delhi. https://doi.org/10.1007/978-81-322-2044-2_4

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