ABSTRACT
This chapter examines the relationship between human resource management (HRM) and workplace bullying. First, the question of how HRM affects the risk of bullying is addressed and special attention paid to performance enhancing work practices as a central element of HRM. Second, the role of the HR function in managing bullying is examined and best practices discussed. Some researchers claim that work intensification stemming from contemporary HR practices may increase the risk of bullying, and that the HR manager’s role as a strategic partner may make them likely to side with management in bullying situations. Yet, empirical findings also show that well-implemented HRM may improve the work environment, thereby reducing the risk of bullying. Moreover, if HR managers can demonstrate a link between a healthy bully-free work environment and performance, they may act as anti-bullying champions within the organization.
