Show simple item record

dc.contributor.authorD'Cruz, Premilla
dc.contributor.authorNoronha, Ernesto
dc.date.accessioned2017-06-21T03:56:41Z
dc.date.available2017-06-21T03:56:41Z
dc.date.issued2015
dc.identifier.citationD’Cruz P., Noronha E. (2015). Ambivalence: Employee responses to depersonalized bullying at work. Economic and Industrial Democracy, 36(1), 123-145.en_US
dc.identifier.urihttp://hdl.handle.net/11718/19386
dc.description.abstractThe present article furthers our understanding of the nascent concept of depersonalized bullying by exploring employee responses to the phenomenon. Through a qualitative enquiry of international-facing call centre agents in India, the major theme of ‘bounded benefits’ captured employees’ response of ambivalence. Valuing their professional identity and material returns while ruing the depersonalized bullying of their oppressive work environment, participants recognized that their gains were limited by but inextricably linked to workplace demands. Perceiving no alternative to the continuity of their benefits, participants emphasized positive aspects of their experiences to reduce their misgivings. In contrast to interpersonal bullying where targets are victimized and undergo severe strain such that they usually exit the employer organization, depersonalized bullying entails a dualistic response where well-being and strain coexist and where approach dimensions compensate for avoidance dimensions such that compromise and trade-off facilitate coping.en_US
dc.language.isoen_USen_US
dc.publisherSAGE Publications Ltden_US
dc.subjectAmbivalenceen_US
dc.subjectbullyingen_US
dc.subjectIndiaen_US
dc.subjectOutsourcingen_US
dc.subjectPoweren_US
dc.subjectWorkplaceen_US
dc.titleAmbivalence: employee responses to depersonalized bullying at worken_US
dc.typeArticleen_US


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record