American Journal Of Social Sciences And Humanity Research
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VOLUME
Vol.05 Issue01 2025
PAGE NO.
30-34
10.37547/ajsshr/Volume05Issue01-09
Psychological pressure on employees in corporate ethics:
the method of mobbing
Yusufjon Avazkhonov Avazkhon ogli
Doctoral Researcher, Department of Philosophy, National University of Uzbekistan
Received:
26 October 2024;
Accepted:
28 December 2024;
Published:
23 January 2025
Abstract:
This article analyzes the impact of mobbing and bullying on corporate relations, their investigation
causes, and the process of drawing relevant conclusions. Mobbing refers to an ethical and psychological influence
within the organization, while bullying represents a form of individual harassment. The consequences of mobbing
and bullying in the workplace, their disruptions, and the associated legal and international issues are discussed,
along with ways to address these problems. The importance of corporate codes, active participation of leadership,
and specialized institutions in preserving employee well-being and maintaining organizational integrity is
emphasized.
Keywords:
Mobbing, bullying, corporate ethics, workplace disorders, legal rights, leadership responsibility,
corporate codes, collective labor.
Introduction:
In today's business world, interpersonal
relationships and workplace dynamics play a crucial
role. Issues such as physical harm, mobbing, and
bullying can significantly impact employee well-being,
require medical assistance, and damage the overall
reputation of an organization. Addressing and resolving
these problems is a priority, and international practices
are being studied in this regard. Corporate ethics and
human resource management have become critical
factors in the success of modern organizations.
However, these issues can severely undermine
employee motivation and productivity.
Mobbing involves consistent psychological and moral
stress experienced by employees, while bullying is
often associated with misuse of authority. This article
examines the key problems associated with mobbing
and bullying, explores how these issues are addressed
in existing legislation, and provides recommendations
for their resolution.
According to foreign statistics, 3-4% of employees
today experience direct or indirect psychological and
moral pressure during the hiring process. Moreover,
this figure only accounts for the recruitment stage; it is
estimated that the percentage of individuals who
become victims of such pressure during their "work"
life is significantly higher.
The term "mobbing" (derived from the English word
"mobbing"
–
oppression, harassment, attack) began to
be intensively used in Europe over a decade ago.
However, the English term "mobbing" was first
introduced by Swedish psychologist Dr. Heinz Leymann
in the early 1980s during his studies of this
phenomenon in Swedish workplaces. Previously, in the
1970s, he had used the term to describe hostile
behaviors among schoolchildren. Leymann defined
mobbing as "the systematic, repeated hostility and
unethical behavior directed by one or more individuals
against another, primarily aimed at a single individual."
[1]
In European literature, there is no single definition of
the term "mobbing." In addition to H. Leymann's
terminology, the term "bullying," proposed by
Norwegian researcher Ståle Einarsen in 2003, is also
widely used today, particularly in English-language
publications. Bullying is defined as “harassing, insulting,
socially excluding someone, or negatively affecting
some
one’s work.” For bullying to be associated with a
specific activity, interaction, or process, it must occur
regularly (e.g., weekly) and repeatedly (e.g., over a
period of six months). Bullying is a progressive process
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in which the targeted individual is gradually placed in a
subordinate position or becomes the object of
systematic social actions. A conflict can only be labeled
as bullying if it is not a single occurrence or a clash
between two equally powerful parties.
Today, it is common to distinguish between the terms
"mobbing" and "bullying" in the media and specialized
literature. Mobbing refers to the deliberate and active
moral harassment of an individual employee within
their organization. It involves collective moral and
psychological terror, where colleagues intimidate a
specific employee to force them to resign.
In contrast, bullying refers to the harassment of an
employee by an individual, often their superior, rather
than a group of colleagues or the team. Moreover,
when mobbing occurs, management often plays a role
in the process, making it rare for the victim to
successfully seek assistance in such cases.
In the emergence of mobbing relationships within a
team, management and its poor decision-making are
primarily to blame. First, managers often encourage
competition in its negative sense, fostering an
environment where employees criticize and target one
another. Second, mobbing is frequently observed in
organizations where family connections among
employees dominate, unequal behavior norms are set,
staff turnover is high, and career growth opportunities
are limited.
Third, mobbing may result from poor personnel
policies, such as failing to address issues of employee
dignity, recognition, and protection during hiring
processes, or the absence of institutions where moral
concerns can be discussed and complaints about
officials' behavior can be addressed. Even if such
institutions exist, access to them is often limited. [2]
Mobbing is often directed at individuals who belong to
racial, ethnic, religious, or sexual minorities, those with
noticeable differences (physiological or psychological),
or generally anyone who stands out and cannot defend
themselves. Moral harassment can sometimes stem
from gender relations. The motives that encourage
mobbing vary
—
they can include conscious or
unconscious hostility rooted in upbringing, individual or
social group psychology, or cultural factors.
Additionally, mobbing may be motivated by factors
such as conflicts of interest, power struggles, or efforts
to attrac
t management's attention; a manager’s desire
to "train" a new employee or "put a defiant worker in
their place"; conflicts of interest between employees
and employers, and other related reasons.
Mobbing organizers use various methods, such as
isolating the victim from informal interactions
—
for
example, not greeting them, excluding them from
lunch invitations, or not inviting them to corporate
parties. They may block access to work-related
information, "forget" to share important data, withhold
updates, or fail to provide official communications (or
deliver them too late), and even exclude the victim
from meetings. They ignore the victim’s achievements
and successes, and management often leaves the
victim without bonuses or opportunities for career
advancement. Furthermore, they may attempt to
tarnish the victim’s personal and professional
reputation by spreading rumors or gossip or even
stealing critical documents from their desk.
Sometimes, such confrontations escalate into open
forms of abuse, including insults and physical violence.
Conflicts in workplaces where mobbing occurs are
pervasive and widespread.
By its nature, mobbing can be unconscious, deliberate,
or controlled. Controlled mobbing is the most
aggressive form, where "a group of aggressors carries
out hostile actions based on explicit or implicit
directives from management or officials representing
the direct interests of the employer." Controlled
mobbing is often used to circumvent legal norms and
regulations to dismiss employees or as part of an
intentional organizational policy against staff.
However, when company management engages in
mobbing, it becomes unacceptable, as employees have
no other place to turn for protection and
understanding. Managers are expected to act as
mediators within the organization, resolving all
disputes and disagreements. In cases of mobbing,
however, employees cannot rely on managers for
assistance, support, or understanding, further
exacerbating the issue.
A constant atmosphere of tension within a team
inevitably begins to negatively affect the psychological
and physical health of employees. According to data
from the American research organization The
Workplace Bullying & Trauma Institute, in 76% of
recorded mobbing cases, victims experienced stress; in
60% of cases, paranoia; 55% reported headaches; 41%
felt isolated or guilty; and 38% experienced doubt and
shame. These effects lead nearly half of the victims to
suffer from nightmares, with almost two-thirds
enduring insomnia, and some even experiencing
mental breakdowns. Approximately 30% of individuals
begin abusing alcohol, cigarettes, or medications. This
data highlights that victims of mobbing often struggle
to find adequate ways to resolve workplace conflicts.
[4]
The consequences of mobbing not only harm the
targeted employees but also adversely affect
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American Journal Of Social Sciences And Humanity Research (ISSN: 2771-2141)
organizational
performance.
Firstly,
workplace
productivity declines as employees’ energy, time, and
attention are diverted from their tasks to dealing with
mobbing. Secondly, mobbing fosters alienation among
workers, increases absenteeism (employees being
absent from work without valid reasons), raises staff
turnover rates, and creates a negative psychological
climate in the workplace. All of these factors inevitably
impact the overall performance and effectiveness of
the organization.
According to A.V. Solovyov, in addition to harassment
by colleagues, there is also "institutional mobbing,"
which involves the use of institutional mechanisms
—
such as certifications, qualification exams, or the
review of workplace disputes
—
as tools for moral
harassment of employees.
Today, the issue of mobbing and bullying in the
workplace is actively discussed in the media and among
professional communities. Researchers focusing on
organizational behavior are paying increasing attention
to this problem. Over the past several years, numerous
studies and publications dedicated to workplace
violence have appeared in scientific journals.
Efforts are being made to combat mobbing through
legislation. Many Western countries have laws
addressing this issue, such as the 1989 European
Parliament Directive [3], which imposes significant
managerial responsibility for workers' health and safety
across all aspects of labor relations. In 2001, the
European
Parliament
adopted
a
resolution
recommending that EU member states amend their
legal systems to combat mobbing and sexual
harassment and establish a unified definition of
"mobbing," as recent studies have highlighted the
growing severity of psychological issues in formal
relationships.
The European Community unanimously adopted a
Restrictive Agreement on harassment and abuse in the
workplace. Additionally, some European countries
have enacted supplementary laws to address mobbing.
For example, Sweden's National Board of Occupational
Safety and Health adopted regulations on workplace
harassment in 1993.
In
many
European countries and
Australia,
organizations have been established to support
mobbing victims, with hotlines and contact details for
counseling services on mobbing issues regularly
published in the media. The increasing prevalence of
mobbing cases has forced European organizations to
revisit collective labor agreements and pay greater
attention to ethical codes.
However, legislative measures alone, unfortunately,
cannot fully resolve the ethical issues that arise in labor
relations. How can the problem of mobbing be
addressed? Experts primarily recommend that
mobbing victims leave their jobs, as enduring
humiliation can have a profoundly negative impact on
health, and it is better to experience temporary
inconvenience associated with job loss than long-term
harm. Organizational leaders must remain vigilant,
never ignore or tolerate instances of mobbing, and take
prompt action to address them. Additionally, leaders
should analyze the essence of the conflict, identify the
victim, the instigator, and the provocateur, and
implement appropriate measures. Managers must
support mobbing victims.
In his article Mobbing: Psychological Terror in the
Workplace [7], A.V. Solovyov proposes the following
actions for organizational leaders to prevent and
combat mobbing:
1.
Developing Corporate Codes of Conduct:
Create corporate codes that include behavioral rules
with prohibitions against:
✓
Unethical actions by managers and other
officials toward employees.
✓
Actions that demean the dignity of
employees or cause moral or psychological harm.
✓
Encouraging competition for career
advancement that could lead to various forms of mobbing.
2.
Establishing Special Monitoring Structures:
Create dedicated oversight institutions (e.g., an Ethics
Committee) or designate a specific role (e.g., an Ethics
Commissioner) to manage and resolve mobbing cases.
If forming such structures is not feasible, external
specialists should be invited to prevent conflicts in
corporate relations.
3.
Enabling
a
Complaint
Mechanism
for
Employees:
Provide conditions where employees can report cases
of moral harassment by officials. This could involve
establishing hotlines accessible to all employees within
the organization.
4.
Monitoring the Social-Psychological Climate:
Introduce organizational practices to monitor the
social-psychological state of teams within specific
departments and the organization as a whole.
By implementing these measures, organizations can
foster a healthier work environment, mitigate the
occurrence of mobbing, and support victims
effectively.
After analyzing the codes of leading global
corporations, it can be concluded that only a few
address the issue of mobbing and bullying in their
employee relationships. For instance, the Procter &
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American Journal Of Social Sciences And Humanity Research (ISSN: 2771-2141)
Gamble (P&G) corporate code includes provisions
aimed at preventing such problems: "Any action by a
P&G employee that could be considered harassment
toward another employee, customer, or supplier is
strictly prohibited, regardless of where such actions
take place." The code further elaborates on the
definition of harassment: "Harassment refers to
behavior that violates the dignity of an individual or is
of an offensive nature. If an individual is aware of their
actions and understands that their behavior could
provoke
a
negative
reaction,
it
constitutes
harassment." [5] This emphasis on ethical behavior
demonstrates a proactive approach by some
corporations in addressing and mitigating issues of
mobbing and bullying in the workplace.
The review of leading global corporate codes reveals
that only a few organizations address the issue of
mobbing and bullying in workplace relationships. For
example, the Procter & Gamble (P&G) corporate code
explicitly aims to prevent such behavior:"Any action by
a P&G employee that could be considered harassment
toward another employee, customer, or supplier,
regardless of where it occurs, is strictly prohibited."The
code further explains harassment as: "Behavior that
violates the dignity of an individual or is offensive in
nature. If an individual is aware of their actions and
understands that such behavior could provoke a
negative reaction, it constitutes harassment." [5] Such
behavior, as stated, can negatively impact an
employee's ability to perform effectively and create a
hostile workplace environment. The code also provides
detailed instructions for management on how to
respond if instances of harassment are detected: "If
management becomes aware of a situation where
harassment might occur, it must take necessary
measures to eliminate or minimize the likelihood of
such actions, including implementing preventive
actions. Furthermore, managers should avoid any
provocative actions that might escalate a conflict rather
than resolve it and ensure that the professional and
personal dignity of employees is safeguarded."
Shell, in its corporate code, explicitly prohibits
harassment in any form, stating: "Shell does not
tolerate harassment in the workplace or daily life. Shell
will not accept any discriminatory, intimidating, or
hostile acts, behaviors, or conduct." The code outlines
key principles for employee conduct in labor relations:
1.
"Do not intimidate or discriminate against
others through your actions or words."
2.
"Avoid inappropriate jokes or comments; if
unsure whether something is appropriate, consider it
unacceptable."
3.
"Never distribute or display offensive or
discriminatory material, including drawings."
4.
"Do not hesitate to speak openly with someone
whose behavior disturbs you. Explain why you want
them to stop." [8]
TNK-BP (Tyumen Oil Company
–
British Petroleum)
provides detailed recommendations to prevent
mobbing in its code of conduct:
1.
"Never engage in aggressive, threatening,
angry, or offensive behavior toward others."
2.
"Do not tolerate sexual harassment, such as
unwanted advances, requests for sexual favors, or
repeated sexual invitations."
3.
"Avoid actions that: a) create a hostile or
intimidating environment; b
) interfere with someone’s
work; c) violate equal labor rights."
4.
"Do not spread rumors, misuse personal
information, or share offensive or defamatory content
through email or other communication channels."
Oracle also addresses mobbing in its corporate code:
"The company's policy ensures a harassment-free
workplace. While the term may refer to sexual
harassment, workplace harassment can also include
bullying based on race, religion, origin, gender, sexual
orientation, age, disability, or any other inappropriate
or unlawful grounds. The company prohibits
harassment in any form
—
physical, verbal, or non-
verbal."
The analysis of corporate codes (including around 40
codes from Uzbekistan and leading international
corporations) highlights that only a limited number of
organizations explicitly address mobbing, despite its
significant implications for workplace ethics and
employee well-being.
Organizations where mobbing thrives often suffer from
poor reputations. When seeking employment, skilled
professionals prioritize not only competitive salaries
but also comfortable working conditions characterized
by a positive moral and psychological climate.
A well-regarded organization in the market is one
where management demonstrates care for its
employees. This includes formalizing codes of conduct
that incorporate norms and regulations to protect
employees from moral harassment. Such measures
enhance the organization's reputation and make it an
attractive workplace for top talent.
CONCLUSION
Mobbing and bullying are among the key ethical
challenges in the development of corporate
relationships. They affect workplace well-being, the
psychological climate, and the overall reputation of an
organization. To address mobbing, it is essential to
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American Journal Of Social Sciences And Humanity Research (ISSN: 2771-2141)
develop corporate ethics codes, establish oversight
institutions, and improve the social and psychological
atmosphere within the workplace.
International practices show that, in addition to
implementing safety measures, it is crucial to enhance
organizational culture, hold leadership accountable,
and provide support for recovery and resolution.
Maintaining a positive corporate environment not only
fosters a healthy workplace but also helps preserve and
strengthen the organization's reputation.
REFERENCES
Leymann, H. (1984). Ish joylarida mobbing va psixologik
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Einarsen, S., Hoel, H., Zapf, D., & Cooper, CL (2003). Ish
joyida zo‘ravonlik va hissiy zo‘ravonlik .
Yevropa Parlamenti Direktivasi (1989). Ish joyida
xavfsizlik va salomatlik bo‘yicha direktiva.
Ish joyidagi bezorilik va travma instituti. (2010).
Mobbing holatlari bo‘yicha statistik hisobotlar .
Procter & Gamble. (2020). Korporativ axloq kodeksi.
Shell korporatsiyasi. (2021). Ta'qibga qarshi va ish
joyidagi axloq qoidalari .
Solovyev, AV (2021). Mobbing: ish joyidagi psixologik
terror. *ISanoat munosabatlari jurnali .
OECD (2005). Ish joyidagi zo‘ravonlikning oldini olish
bo‘yicha ko‘rsatmalar.
