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Workplace Bullying That May Hurt the Short-term and Long-term Strategies of an Organization

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The welfare of the employees falls directly below the job description of human resource managers. The human resource managers are concerned with the plight of workers right from the moment of recruitment and selection, worker integration and employee development to ensure that they are comfortable and produce optimally (Namie, 2003). The human resource managers design the strategies which should be used to manage the employees and are responsible for their welfare throughout their period of work. In the contemporary work environment, the human resource managers are experiencing a hard task in managing the employees from designing the way they should be handled, paid and even enticed (Woodrow &

Guest, 2014). In a competitive age, there is great competition for skilled workers and the employees are always in the look for better working environments. On this note, the human resource managers have the duty to keep their employees by developing a healthy work environment that takes care of the social, psychological, emotional and economic values (Namie, 2003). Resultantly, managers must be able to shun workplace bullying for the long term benefit of their organizations in a competitive business environment. A wide range of research has been conducted to reveal the negative impacts of workplace bullying within the contemporary work environment. Vartia (2001) pursued research to identify the impact of workplace bullying within the work environment. In his research, he measured the level of stress and psychological ill-health within the workplace in both the targets of bullying and the observers. The findings of this research showed that both targets and observers of bullying in the workplace have a higher level of stress and psychological ill-health as compared to those is a healthy work environment. The research showed that those employees in such workplaces had low self-esteem and had little confidence in handling their duties. .

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