Workplace Bullying in Saudi Arabia: A Mixed Method Research

Abstract

Workplace bullying is a global issue affecting virtually all organizations and can manifest within different cultural contexts. In Saudi Arabia, the interplay of traditional tribal cultures, state modernization efforts, strict immigration policies, and affirmative action initiatives creates a distinctive environment where bullying may emerge as a strategy for dominance. This study investigates how and why bullying occurs in Saudi organizations and examines its effects on bullied employees. Guided by the assumption that contextual factors are primary drivers of environments in which in-groups may target vulnerable out-groups, this studyemploys a mixed- methods approach. Quantitative data were collected from 681 employees across various sectors in Saudi Arabia. Findings revealed significant evidence that workplace deviance predicts bullying incidents. Workplace bullying is negatively associated with victims' job satisfaction, protean career orientation, work-life conflict, and psychological contract with the organization, contributing to an increased intention to leave. Psychological contract breach was identified as a significant moderator between bullying and its negative consequences, indicating that institutional inaction exacerbates the effects of workplace bullying. Additionally, workplace bullying was found to be more prevalent in family businesses compared to non-family businesses, highlighting challenges associated with tribal culture. Therefore, no significant difference was observed between expatriates and locals regarding bullying experiences, suggesting that groups face bullying for different reasons. Qualitative insights were gathered from interviews with 29 employees who had experienced bullying in various contexts, including family businesses, scenarios involving expatriates and locals, and situations with established groups versus new employees educated abroad. Key i findings indicate that workplace bullying is often a systematic and deliberate process used by family allies, expat groups vs. local groups, well-established groups vs. new employee groups to dominate and protect their positions against vulnerable out-group members. Workplace bullying emerges as a socially constructed experience arising from shifts in power dynamics (e.g., changes in management or leadership, or the introduction of new employees). The perception of job threats among perpetrators may motivate them to bully victims who are perceived as gaining enough power to replace them, suggesting that workplace bullying may be less prevalent in organizational contexts. This thesis contributes to the literature by conceptualizing bullying as a strategic tool for domination employed by employees to safeguard their jobs, fostered by weaknesses in human resources systems and victim vulnerability. Their self-perception influences victims' ability to protect their rights, the perceived power of perpetrators, and the perceived effectiveness of HR systems. Key implications of this study include the importance of the Ministry of Human Resources enacting laws to protect employees' jobs and reconsidering aspects of the Saudization process for employees who have spent their lives in Saudi Arabia. For large organizations, appointing an independent compliance manager could mitigate conflicts of interest within HR departments, enhancing the defence of employees' rights. Additionally, increasing organizational awareness about the importance of inclusiveness and the acceptance of diverse mindsets, races, nationalities, backgrounds, and educational experiences are crucial, as diversity can catalyze progress and growth.