ABSTRACT
Though workplace bullying has heretofore maintained an interpersonal focus, a depersonalized perspective has been emerging over time. Scholars are beginning to acknowledge that bullying could be institutionalized at the organizational level via the use of oppressive and abusive organizational practices and procedures by employers and managers such that it lacks a target orientation but involves the victimization of all employees (Einarsen et al. 2011a; Liefooghe and Mackenzie-Davey 2001). Depersonalized bullying emerged as a part of Noronha and D'Cruz’s (2009a) findings as they researched the subjective experiences of work of international-facing call centre agents in Bangalore and Mumbai (D'Cruz and Noronha 2009b). To elaborate, Noronha and D'Cruz’s (2009a) inquiry, rooted in van Manen’s (1998) hermeneutic phenomenology and conducted in Bangalore and Mumbai, relied on conversational interviews, snowball sampling and sententious and selective thematic analyses and observed research ethics protocol. 1
