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Workplace bullying in the context of organisational change: the significance of pluralism

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  • Premilla D'Cruz
  • Ernesto Noronha

Abstract

The presence of depersonalised bullying during organisational change, highlighted through empirical research on lay-off procedures in India's information technology sector, underscores the rhetoric of unitarist human resource management and reinforces the importance of union action and co-worker mobilisation. The findings support the emergent view that collectivisation is the only solution to workplace bullying.

Suggested Citation

  • Premilla D'Cruz & Ernesto Noronha, 2014. "Workplace bullying in the context of organisational change: the significance of pluralism," Industrial Relations Journal, Wiley Blackwell, vol. 45(1), pages 2-21, January.
    • Handle: RePEc:bla:indrel:v:45:y:2014:i:1:p:2-21
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    File URL: http://hdl.handle.net/10.1111/irj.12039
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    References listed on IDEAS

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    1. Helge Hoel & David Beale, 2006. "Workplace Bullying, Psychological Perspectives and Industrial Relations: Towards a Contextualized and Interdisciplinary Approach," British Journal of Industrial Relations, London School of Economics, vol. 44(2), pages 239-262, June.
    2. David Beale & Helge Hoel, 2011. "Workplace bullying and the employment relationship," Work, Employment & Society, British Sociological Association, vol. 25(1), pages 5-18, March.
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    Cited by:

    1. Mario Fernando & Ruwan Bandara, 2020. "Towards virtuous and ethical organisational performance in the context of corruption: A case study in the public sector," Public Administration & Development, Blackwell Publishing, vol. 40(3), pages 196-204, August.

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