Mohamed Mohiya
BACKGROUND: Conduct that degrades employees - belittling speech, the coercive use of rank, and treatment stratified by contractual or national category - ranks among the most consequential and least tractable problems confronting the human resource (HR) function, which authors the policies prohibiting such conduct, administers the channels through which it is reported, and answers for the outcome when a report yields nothing. This study asks how such conduct persists within an organization that formally forbids it, and where HR can intervene, by reconstructing the fairness appraisals and safety calculations that employees use to decide whether to speak. Evidence bearing on that question has accumulated overwhelmingly in Anglophone, individualist economies, leaving scholarship and practice alike thinly provisioned for hierarchical Gulf workplaces, where deference norms, kinship obligation, and stratified expatriate labor markets condition what employees regard as sayable.
PURPOSE: This theory-driven exploratory study investigates three questions of a single large Saudi-headquartered multinational: how personnel interpret the unacceptable conduct they encounter or witness, why so few translate that interpretation into a formal complaint, and which organizational arrangements hold the resulting pattern in place.
THEORETICAL FRAMEWORK: Two established lenses are combined. Organizational Justice Theory (OJT; Colquitt, 2001; Greenberg, 1987) supplies the vocabulary through which employees appraise the fairness of outcomes, procedures, and interpersonal treatment. Psychological Safety Theory (PST; Edmondson, 1999; Kahn, 1990) provides the vocabulary for perceived risk associated with speaking. Read jointly, the two treat harmful conduct not as isolated incivility but as a fairness appraisal that simultaneously recalibrates the felt cost of voice.
METHODOLOGY: Evidence was assembled within a single bounded case and drawn from two registers of employee talk. The first comprises 197 unsolicited postings left by staff on a company-wide internal communication platform. The second comprises thirty-nine semi-structured conversations held privately with employees across operational, professional, supervisory, and senior grades, and across permanent and agency contracts, spanning four nationality groupings. Both corpora were interpreted through reflexive thematic analysis (Braun & Clarke, 2006, 2019), double-coded on a stratified subsample, and read against one another for convergence.
KEY FINDINGS: The analysis produced five categories. Supervisory authority was misused, most consequentially when appraisal ratings were used as leverage over compliance. Concerns were then withheld as a reasoned response to observed retaliation rather than as passive acceptance. Beneath both lay structural arrangements - contractual standing and personal connection - that distributed dignity before any encounter took place. Declared commitments to respect diverged visibly from enacted practice, and that divergence was itself read as evidence of where institutional protection lay. Cultural, religious, and generational registers supplied the terms in which employees judged conduct and justified their responses.
CONTRIBUTIONS: The study formalizes the Justice-Safety Vicious Cycle Model, a six-stage account in which each fairness violation lowers the perceived safety of speaking, each withheld concern removes the information that would otherwise trigger correction, and the resulting procedural dormancy licenses the next violation. Empirically, it supplies rare interior evidence from a Saudi industrial workplace and isolates the weaponization of performance appraisal as a distinct instrument of control. Methodologically, it demonstrates what is gained by reading spontaneous internal discourse alongside elicited interview accounts. For HR, the findings relocate the problem from individual supervisory temperament to the systems the function itself designs and administers - appraisal calibration and appeal, the separation of evaluation from investigation, enforceable protection for those who report, parity of treatment across employment categories, and merit-based personnel decisions - and the model identifies where in the cycle each of these levers takes effect.