Scholarlink

<p>Workplace bullying, mobbing, and harassment have recently emerged as global concerns, leading to an increase in international research on these issues. Previous studies have proposed two prevailing hypotheses on harassment mechanisms: (1) the workplace environment hypothesis and (2) the individual disposition hypothesis. Drawing on the workplace environment hypothesis, this study investigates whether human resource management practices contribute to or mitigate workplace harassment. Utilizing microdata comprising 27 items related to human resource management practices in Japanese workplaces, we conducted a factor analysis to identify multiple factors and interpreted their theoretical characteristics in relation to perceptions of workplace harassment. The findings indicate that higher scores for the factors labeled <i>Fair Personnel Evaluation</i> and <i>Compliance and Psychological Safety</i> were associated with a lower likelihood of experiencing workplace harassment. Conversely, higher scores for the factor <i>Demanding Duties and Non-Work Duties</i> was associated with an increased probability of being subjected to workplace harassment. This study contributes Japanese evidence to a literature largely focused on Europe and highlights the dual role of HRM practices: while some reduce harassment risks, others exacerbate them. The findings suggest that effective countermeasures must target organizational and structural dimensions to meaningfully reduce workplace harassment.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Human resource management practices and workplace harassment:an empirical evidence in Japan

  • 期刊论文

  • 发表日期：

    2026年1月5日

查看全文
  • Juntaro Yamaoka,
  • Sumie Sato,
  • Riko Noguchi,
  • Kazufumi Yugami

摘要

Workplace bullying, mobbing, and harassment have recently emerged as global concerns, leading to an increase in international research on these issues. Previous studies have proposed two prevailing hypotheses on harassment mechanisms: (1) the workplace environment hypothesis and (2) the individual disposition hypothesis. Drawing on the workplace environment hypothesis, this study investigates whether human resource management practices contribute to or mitigate workplace harassment. Utilizing microdata comprising 27 items related to human resource management practices in Japanese workplaces, we conducted a factor analysis to identify multiple factors and interpreted their theoretical characteristics in relation to perceptions of workplace harassment. The findings indicate that higher scores for the factors labeled Fair Personnel Evaluation and Compliance and Psychological Safety were associated with a lower likelihood of experiencing workplace harassment. Conversely, higher scores for the factor Demanding Duties and Non-Work Duties was associated with an increased probability of being subjected to workplace harassment. This study contributes Japanese evidence to a literature largely focused on Europe and highlights the dual role of HRM practices: while some reduce harassment risks, others exacerbate them. The findings suggest that effective countermeasures must target organizational and structural dimensions to meaningfully reduce workplace harassment.