Guest editorial

Workplace violence, deviant and problematic work behaviors in contemporary workplaces: the role of HRM to build resilience and well-being In recent years, the role of human resource management (HRM) has come under scrutiny due to the changing nature of the workforce including flexible work, greater diversity and employee attitudes and expectations of work.In these work environments, there are numerous issues around the negative and deviant behaviors of management, supervisors, workers, clients, customers, patients and residents (of say aged care facilities).Many organisations attempt to manage and minimise bad workplace behaviors through hierarchical edicts and social contracts underpinned by HRM policies and practices (Baı €ada-Hir eche et al., 2011).However, there is growing evidence that unethical, deviant and other problematic behaviors persist despite formal HRM practices that prohibit these types of behaviors (Balmer et al., 2007).Current research is focused on the outcomes and psychological effects of bad workplace behaviors on employees rather than the role of HRM in the effective management and mitigation of such behaviors.Negative workplace behaviors can be witnessed when employees are affected by workplace discrimination due to their age, religious beliefs, race, sex, ethnicity and/or disability (Bentley et al., 2019;Forstenlechner and Al-Waqfi, 2010;Patton, 2019).Unacceptable workplace behaviors manifest when employees are allocated unmanageable workloads (Cleary et al., 2010) and their possible reactions manifest in emotional exhaustion and intention to leave (MacPhee et al., 2017).Some employees report being humiliated, ignored and socially isolated (Rai and Agarwal, 2018).Other workers experience negative, sarcastic, and condescending remarks (Etienne, 2014), which consequently affect their well-being and performance outcomes (Ekici and Beder, 2014).Stigma or negative stereotyping has been identified as one of the major reasons why people with mental health issues struggle to find and retain employment (Krupa et al., 2009;Schulze and Angermeyer, 2003;Scheid, 2005;Zissi et al., 2007) and often exacerbated by poor employer support and understanding of mental health challenges (Hashim and Saodah, 2014).Workers, such as those with physical and/or intellectual disabilities experience discrimination which impacts on their self-worth and engagement with work related activities (Villanueva-Flores et al., 2017).One of the most violent workplace sectors has been identified as the healthcare and aged care industry where healthcare workers (e.g.nurses and doctors) are regularly exposed to verbal and physical violence (Spector et al., 2014;Joa and Morken, 2012).Physical violence includes being hit, kicked, grabbed, shoved or bitten and verbal violence includes being threatened, yelled at or sworn at (Karaeminogullari et al., 2018).A recent article in Personnel Review identified bullying as impacting negatively on nurses in the healthcare sector and the authors call for practical HRM strategies to address harmful workplace behaviors (De Cieri et al., 2019) such as bullying, harassment, discrimination, physical and verbal violence (Catley et al., 2017;Salin, 2009).Given the detrimental consequences of workplace violence and deviance in contemporary workplaces, innovative approaches based on well-being-oriented HRM practices (WBHRM) can be implemented to positive impact employee well-being which in turn can affect performance (Cooper et al., 2019;Guest, 2017).Well-being-oriented practices include