Organizational Strategies to Combat Workplace Bullying and Foster Inclusion

A special issue of Social Sciences (ISSN 2076-0760). This special issue belongs to the section "Work, Employment and the Labor Market".

Deadline for manuscript submissions: 30 June 2025 | Viewed by 90

Special Issue Editor


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Guest Editor
College of Education, Psychology and Social Work, Flinders University, Adelaide, SA 5001, Australia
Interests: mental health at work; wellbeing at work; workplace bullying; workplace sexual harassment

Special Issue Information

Dear Colleagues,

Workplace bullying remains a pervasive issue across industries, with far-reaching consequences for employee well-being, organisational performance, and societal equity. At the same time, fostering inclusion has emerged as a critical organizational priority, recognizing the value of diverse perspectives and equitable practices. This Issue invites interdisciplinary perspectives, integrating insights from psychology, organizational behaviour, sociology, and management to tackle these challenges holistically. The aim of this Special Issue on organisational strategies to combat workplace bullying and foster inclusion is to explore innovative and evidence-based approaches to creating safer, more inclusive workplaces.

Submissions are encouraged to address proactive strategies that organisations can adopt to mitigate bullying, including robust reporting mechanisms, leadership training, and the development of supportive workplace cultures. Equally, contributions that explore frameworks for fostering inclusion, such as inclusive leadership, equity-focused policy development, and team-building interventions, are welcomed. Case studies, empirical research, theoretical models, and practice-based insights will shed light on how these issues intersect, particularly in addressing systemic barriers that disproportionately affect marginalised groups. By focusing on actionable strategies, this Issue seeks to bridge the gap between research and practice, offering pathways for organizations to move beyond compliance toward cultivating environments that prioritize respect, dignity, and belonging for all employees.

Dr. Annabelle Neall
Guest Editor

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Keywords

  • workplace bullying
  • workplace harassment
  • evidence-based interventions
  • inclusion
  • employee-well-being

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Published Papers (1 paper)

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Research

25 pages, 881 KiB  
Article
Aging and Interpersonal Strain: The Role of Self-Efficacy and Social Drivers of Inclusive Workplaces
by Valentina Sommovigo, Valentina Rosa, Valentina Alfano, Andrea Laudadio and Laura Borgogni
Soc. Sci. 2025, 14(5), 258; https://doi.org/10.3390/socsci14050258 - 23 Apr 2025
Abstract
As the global workforce ages and multiple generations collaborate in workplaces, addressing the unique needs of diverse age groups becomes critical. Grounded in Social Cognitive Theory, this study examines how regulatory emotional self-efficacy in managing negative emotions serves as a crucial personal resource [...] Read more.
As the global workforce ages and multiple generations collaborate in workplaces, addressing the unique needs of diverse age groups becomes critical. Grounded in Social Cognitive Theory, this study examines how regulatory emotional self-efficacy in managing negative emotions serves as a crucial personal resource in protecting against interpersonal strain. It also explores whether this relationship varies between middle-aged and senior employees. Age-related improvements in emotional self-efficacy highlight its significance in shaping perceptions of workplace inclusivity, defined by the inclusive behaviors of social drivers: colleagues, supervisors, and top management. A total of 1068 employees from a leading European telecommunication organization completed online questionnaires measuring regulatory emotional self-efficacy, social drivers of inclusive workplaces, and interpersonal strain. Mediation analyses revealed that regulatory emotional self-efficacy is positively associated with perceptions of inclusive social drivers, which, in turn, are negatively related to interpersonal strain. Multi-group analyses demonstrated that the protective effects of regulatory emotional self-efficacy differ by age. While inclusive colleagues mediate the relationship across all age groups, inclusive top management is particularly significant for employees aged 45–54. These findings deepen the understanding of age-specific dynamics in fostering workplace inclusion and underscore the necessity of tailored organizational strategies to support employee well-being across the lifespan. Full article
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