MORAL HARASSMENT AND PSYCHOLOGICAL VIOLENCE IN PUBLIC MANAGEMENT

Abstract

The phenomenon of moral harassment in public management is a matter of growing
concern, affecting the mental health of civil servants and the quality of services provided to society. The general objective of this study is to understand the dynamics
of moral harassment in the context of public administration, identifying its causes and
consequences, as well as the management practices that can contribute to its
prevention. The research is qualitative and descriptive in nature, using an approach
that allows an in-depth analysis of interactions and power relations in the public work
environment. The methodology employed includes a comprehensive literature
review, which examines relevant academic studies and institutional documents,
complemented by a case study that provides a detailed analysis of a specific public
management context. This approach aims to identify patterns and particularities in
the occurrence of moral harassment, as well as institutional responses to this
phenomenon. The results indicate that moral harassment is rooted in rigid
hierarchical structures and in an organizational culture that often minimizes the
suffering of workers. It was found that the implementation of policies to prevent and
combat moral harassment is still incipient and lacks effectiveness, since many civil
servants hesitate to report it for fear of retaliation. Therefore, this study highlights the
urgent need for cultural transformation in public institutions, promoting respectful and
inclusive work environments. It is concluded that combating moral harassment in
public management is a fundamental ethical issue, which demands the commitment
of all actors involved. The research not only broadens the understanding of the
dynamics of moral harassment, but also suggests ways to create more effective
public policies aimed at protecting the dignity of civil servants, benefiting not only
workers, but society as a whole.