The aims of this article was to understand what the workers form a Legislature's public organization perceive as practices of moral harassment and to identify the practices that favored the occurence of and the combat to moral harassment by the perception of the aformentioned workers. Therefore, we broaden the study of moral harassment beyond universities and Judiciary settings, which has been the most recurrent organizations in the analysis. The primary data was colleted through a questionaire sent by e-mail and analyzed through Bardin's content analysis. As the research main results, we pointed out that workers do not recognize the reiteraton character of the moral harassment, which makes us acknowledge the concept of interpersonal violence, and that there is a great challenge related to the difficulty in proving boycott and silencing situations, that is, the subtle moral harassment. Besides that, it is important to highlight that the respondents have related the culture of the organization to the moral harassment occurrence. We suggest that the stability in the job and the difficulty of moving across departments might be the influencing factors of the moral harasment in this particular organization. Our main conclusions are twofold. Firstly, the subtle practices of violence are most of the time a spectrum of the managers discretion, which is also confused to managerial autonomy, making actions that might be getting workers sick normalized. Secondly, the greater the manager's discretion, accompanied by a repressive organizational culture, the greater the difficulty in proving the moral harassment occurring in a subtle way.