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interest of the organisation as a whole’ (Lee, 2000:600). Showing how little value is placed on any one individual employee. This expendable attitude threatens employees and managers alike, forcing managers to think for number one and take a survival attitude, causing them to bully and harass workers into meeting their own targets. Ironside and Seifert (2003) back this up believing there has been, ‘a seemingly higher incidence of workplace bullying since the 1980s to increased profit and/ or performance target pressures on employers and managers’ (Ironside and Seifert 2003: 386). This was majorly influenced by the Conservative government of the time run by Margret Thatcher, their aims was to increase Britain’s productivity and competitiveness by removing power from the unions and workers and giving it to employers. This could be the start of aggression in the workplace in Britain, a more pressured environment.

One of the affects of the Thatcher Government was the confidence it gave employers to say no those employees that supported trade unions. ‘At the height of Thatcherism, most new workplaces excluded trade unions and there was a growing trend in some sectors of the economy towards de-recognition’ (Gall, 2003:11-12). One of the roles of the trade unions is to deal with bullying from employers and colleagues, if they suddenly have less power, employers don’t have anyone to answer to, with employees having no representation. This culmination of loss of protection for workers and transfer of power from unions and workers to employers caused a more aggressive and pressurised work environment during the 1980’s and early 1990’s; leading to increased bullying both more frequent and more severe, by employers trying to get as much as possible out of employees. ‘The challenges facing trade unions are widely recognised, both within and outside the labour market movement. Recognition of these problems is one thing, action and resolution is another’ (Blyton & Turnbull, 2004:366). Therefore we can attribute a direct link between trade union’s loosing their power and increased bullying in the workplace.

Mobbing could be described up as the experience of smaller day to day events that occur and culminate to someone being bullied. How many times someone is mobbed depends on the amount of conflict that exists within an organisation ‘If various organizational circumstances contribute to the total number of conflicts, then the number of unresolved conflicts should also increase, thus leading to a higher number of mobbing cases in the organization’ (Zaph, 1999:72). It is assumed as adults people should be able to deal with conflict both within and outside of work, sensibly and rationally, and as such most conflicts are left for employees to sort out themselves. However if that is the case and we are all rational individuals, conflict would not lead to mobbing as it so clearly does. Therefore part of a manager’s job is to look after the well being of its workers, reducing conflict, and dealing with potential bullying. This time spent by managers has the opportunity cost of removing focus away from the core business objectives of making money. As Zaph said in 1999, ‘the more unresolved conflicts, the more cases of mobbing that take place within an organisation’, therefore someone needs to resolve the conflicts. ‘Every incident is unacceptable and that workers should always be treated with respect and dignity’ (本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。