Please use this identifier to cite or link to this item:
Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Negative behaviours in the workplace: A study of two primary care trusts in the NHS
Author(s): Burnes, Bernard
Pope, Rachael
Contact Email:
Keywords: Employee behaviour
National Health Service
National Health Trusts
United Kingdom
Issue Date: 2007
Date Deposited: 6-Jan-2015
Citation: Burnes B & Pope R (2007) Negative behaviours in the workplace: A study of two primary care trusts in the NHS. International Journal of Public Sector Management, 20 (4), pp. 285-303.
Abstract: Purpose - The purpose of this paper is to draw attention to the need to treat negative workplace behaviours which are not perceived as bullying as seriously as those which are. The paper also aims to examine whether or not the National Health Service (NHS) appears to experience a higher level of negative behaviour than private sector organisations and whether lower frequency behaviour has similar levels of effect as higher frequency behaviour. Design/methodology/approach - A mixed‐method approach is used whereby a mainly quantitative questionnaire is complemented by the inclusion of qualitative questions and the collection of qualitative data collected within the two NHS Trusts concerned. Findings - The evidence collected draws attention to the considerable impact that workplace incivility, which may or may not be classed as bullying, has on the well‐being of employees and the effectiveness of organisations. Where aggression is present, the levels of effect are shown to be higher and the behaviour is always classed as bullying. The evidence also shows that the NHS does appear to experience a higher level of negative behaviour than private sector organisations, and that lower frequency behaviour does indeed appear to have similar levels of effect as higher frequency behaviour. Originality/value - This article shows that the focus placed by many researchers and organisations on countering/eliminating behaviour purely perceived as bullying is unlikely to be effective unless they also adopt a similar approach to the full range of negative behaviours that employees experience/witness in organisations.
DOI Link: 10.1108/09513550710750011
Rights: The publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.
Licence URL(s):

Files in This Item:
File Description SizeFormat 
BurnesIJPSM2007.pdfFulltext - Published Version435.05 kBAdobe PDFUnder Embargo until 3000-12-01    Request a copy

Note: If any of the files in this item are currently embargoed, you can request a copy directly from the author by clicking the padlock icon above. However, this facility is dependent on the depositor still being contactable at their original email address.

This item is protected by original copyright

Items in the Repository are protected by copyright, with all rights reserved, unless otherwise indicated.

The metadata of the records in the Repository are available under the CC0 public domain dedication: No Rights Reserved

If you believe that any material held in STORRE infringes copyright, please contact providing details and we will remove the Work from public display in STORRE and investigate your claim.