Employees lack trust in HR’s ability to address workplace bullying effectively—and for good reason, says study

Human Resources (HR) departments are the foundation of any successful organisation, dedicated to managing and optimising its most valuable asset: people. From recruitment and talent development to employee relations and regulatory compliance, HR ensures a productive and harmonious workplace. But what happens when employees lose faith in HR's ability to address significant workplace issues?

A recent study, published in the Journal of Business Ethics, reveals a concerning trend: employees have little trust in HR departments to handle workplace bullying fairly and effectively.

Researchers from Anglia Ruskin University (ARU) and Bishop Grosseteste University conducted an analysis of online reports detailing experiences of workplace bullying. The analysed comments predominantly came from employees of commercial companies based in English-speaking countries worldwide.

The findings were stark, to say the least. Not one respondent had a positive account of their HR department's handling of bullying. Instead, bullied employees reported being ignored, further victimised, and felt HR consistently sided with “management bullies”.
Employees described the workplace bullying with words like pervasive, harassing, tormenting, manipulative, undermining, devastating, stressful, toxic, nightmarish, hellish and unconscionable. Conversely, they characterised the HR departments as weak, complacent, cowardly, exploitative, complicit, corrupt, self-serving, ineffective and colluding.

Lead author Dr. Clive Boddy, Associate Professor in the Faculty of Business and Law at ARU, stated: “Our research shows workers to be critical of HR departments in dealing with the messier, darker side of organisational life.

“If there is an acceptance that internal procedures will not protect them, employees are less likely to report workplace bullying, and will suffer in silence—potentially causing damage to mental health and affecting productivity.

“It is in the interest of both employees and employers that strict codes of conduct are established and effectively policed by HR or alternative ways of dealing with workplace bullying will need to be found if HR is incapable of helping the workers who need it the most.”
This study is the first to use a netnographic analysis—where researchers observe and analyse online discussions and commentary as they occur—to examine workplace bullying.

It adds that the lack of employees’ trust in HR isn’t unfounded, as the departments are failing to address workplace bullying due to systemic issues driven by various factors. These include legal concerns and potential reputational damage for organisations that acknowledge bullying, fears of losing high-performing perpetrators, and the time-consuming nature of investigations and decision-making.

These findings are especially relevant for a country like India, where challenges such as addressing mental health concerns and fostering a positive work culture are already being neglected.