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Abstract
The purpose of the study is to examine the impact of human resource management bullying prevention program, namely; anti bullying training and anti bullying policy as well as organizational factors; namely, organizational culture and destructive leadership on workplace bullying. Moreover, the mediating role of organizational culture on workplace bullying was examined. The present study emphasizes the new role of human resource management professionals in addressing the problem of workplace bullying, as well as recognizing several organizational factors that may work as facilitators or barriers to the problem. A quantitative approach using cross-sectional design was followed. Employees of public and private insurance companies in Egypt were surveyed. The sample of this study consists of employees and managers from ten insurance organizations in both public and private sectors in Egypt. Convenience sampling method was used and about 384 questionnaires were distributed from a total population of 10,265 employees. The total usable questionnaires received were 350, with a response rate of 91.15 percent. Based on the objectives and research questions, five hypotheses were developed. The overall findings of this study revealed that anti bullying policy has no relationship with workplace bullying. The anti bullying training on the other hand was found to have a directly negative relationship with workplace bullying. Furthermore, organizational culture was found to have a directly negative relationship with workplace bullying. In addition, destructive leadership was found to have a directly positive relationship with workplace bullying