By: Bella L. Galperin
Sykes College of Business, The University of Tampa
In an account of workplace bullying, a victim noted, “My boss never liked me and why she hired me is still unclear. She bullied me extensively, yelling at me in front of my coworkers, threatening my job privately in her office, and discouraging alliances with coworkers. She treated people similarly in other departments, yelling at them in meetings.”
Unfortunately, the scenario above is more common than we expect. While statistics vary, a 2012 survey by the Society for Human Resource Management (SHRM) found that 51% of organizations reported that there had been incidents of bullying in their workplace. More recently, the 2014 Workplace Bullying Institute U.S. Workplace Bullying Survey found that 27% of Americans have suffered abusive conduct at work; another 21% have witnessed it; and 72% are aware that workplace bullying happens. In other words, a total of 65.6 million people are affected by workplace bullying and 37 million of U.S. workers report being subjected to “abusive conduct”. Internationally, Scandinavia has reported that 3-4% of their working population is affected regularly and Finland and Great Britain have reported a 10% prevalence rate.
Mexico is unprotected from this silent epidemic. Bullying has increased in the Mexican society and schools. CNN-Mexico reported that the Mexican press has indicated that in a two-year period (2011-2013), the practice has grown by 10%. Although this number may not seem to be large, it is extremely disturbing since many of the victims are young school children. It is estimated that 65% of schools in Mexico are impacted by bullying. In other words, more than six out of every ten kids are receiving inappropriate treatment from peers and other influences in their lives. Given the effect of socialization on these youngsters, bullying behaviors in schools may translate in organizations and further breed workplace bullying.
Although workplace bullying is four times more likely to occur than some forms of illegal harassment, there is no anti-bullying workplace legislation in the U.S. to prevent workplace bullying. The U.S. Congress created the Occupational Safety and Health Administration (OSHA) to assure safe and healthy working conditions by setting and enforcing standards and by providing training, outreach, education and assistance with the Occupational Safety and Health Act of 1970. In 2011, OSHA adopted a safety program for its own workers that included a workplace anti-bullying policy. The policy outlines safety practices for OSHA’s field offices. OSHA’s workplace bullying policy is significant because the General Duty Clause of the Occupational Safety and Health Act of 1970 requires employers to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees … .” However, there have been claims that OSHA has not enforced that provision with respect to workplace bullying, despite overwhelming research that workplace bullying may cause severe damages to a target’s mental and physical health. Since workplace bullying is often viewed as a precursor to workplace violence (an occupational hazard), employers have a responsibility to their employees to correct and prevent any bullying behaviors that may occur. More recently, healthy workplace bills have been introduced in 15 states in the U.S. as of June 2014 to make repeated, severe and pervasive behavior directed toward a worker illegal. A recent Wall Street Journal article also announced that Mexican President Enrique Peña Nieto proposed a bill for bullying in Mexico.
Countries, such as England, Sweden and Australia, have been faster to adopt anti-bullying workplace legislation. More recently, the U.K. has been taking a look at Anti-Cyber Bullying legislative issues. According to U.K law, criminal internet bullying laws such as the Protection from Harassment Act 1997 and the Crime and Disorder Act 1998 may apply as cyberbullying laws in terms of harassment or threatening behavior. In October, 2014, Justice Secretary Chris Grayling said that Internet trolls and cyber bullies might face up to two years in jail under new laws protecting users against cyber threats, cyber bullying, internet trolling and cyber blackmail.
Workplace bullying is a key issue that needs to be addressed. More companies are recognizing the negative implications of bullying on organizational productivity and team morale. Workplace bullying can have a detrimental impact on individuals. Employees who have been bullied are more likely to feel anxious, stressed, they have lower self-esteem, less self-efficacy, and they may consider leaving their position. A key step in preventing workplace bullying is the understanding of workplace bullying.
What is workplace bullying?
While various definitions for workplace bullying exists, workplace bullying has been defined as persistent, offensive, abusive, intimidating or insulting behavior or unfair actions directed at another individual, causing the recipient to feel threatened, abused, humiliated or vulnerable. Workplace bullies and targets may be employees, clients or vendors of the affected organization.
Bullying is an escalating process in the course of which the person confronted ends up in an inferior position and becomes the target of systematic negative social acts. A conflict cannot be called bullying if the incident is an isolated event or if two parties of approximately equal ‘strength’ are in conflict.”
Although the definitions vary, it is important to note that there are three important aspects of any bullying situation: 1) a power imbalance is involved; 2) the incidents occur on a regular basis over an extended period of time; and 3) the actions or inactions of the perpetrator directly cause the victim unwanted psychological stress. Incivilities that occur and do not meet these three aspects are not considered bullying incivilities.
What types of behaviors fall under workplace bullying?
The negative behaviors that are considered bullying behaviors are just as varied as the definition of bullying itself. These behaviors include verbal aggression, excessive monitoring of work (micromanaging), social isolation, rumors, depriving responsibility, attacking the victim’s private life or attitudes, ridiculing a colleague in front of others, and the withholding of necessary information. With unclear definitions and so many possible bullying behaviors, it is not surprising that organizations have a hard time determining what is acceptable and what is not.
What is the impact of bullying?
According to the literature, bullying can occur at three different levels: (1) Dyadic level – bullied/victim’s physical and mental well-being; (2) Group/meso level – relationship norms, and, (3) Organizational/macro level – corporate reputation.
Bullying that occurs between a perpetrator and a victim does not only affect the dyad, but also has an effect on the relationships between the perpetrator/other co-workers and the victim/other co-workers. Peers, subordinates, and immediate supervisors are sometimes frightened of the bully or the retribution they may face if they try to intervene. In addition, being exposed to repetitive bullying without any corrective action can lead to an acceptance of the behavior among the group. At the organizational level, bullying has been shown to result in higher absenteeism, higher turnover, and earlier retirement, all of which directly contribute to decreasing the organization’s profitability and bottom line. Bullying in the workplace effects the whole organization, not just the perpetrator and victim who are directly involved.
What can I do to prevent workplace bullying?
Managers have a responsibility to their employees to correct and prevent any bullying behaviors that may occur. As a manager, you can play an active role in preventing bullying by taking the following steps:
Participate in a training workshop. By enrolling in formal training, you will be equipped with the skills needed to identify, diffuse and respond to aggression in your department. Training seminars in conflict management and communication have also shown to be effective in reducing aggression among employees.
Become familiar with the anti-bullying policy in your organization. By becoming familiar with the anti-bullying policy in your organization, you will be able to better communicate the policy with your subordinates. If your organization does not have a policy, you can advocate an anti-bullying policy in your company. A well-developed anti-bullying policy prevents workplace bullying.
Communicate with HR if you suspect workplace bullying. If you are unsure that workplace bullying is occurring in your department, it essential that you contact HR so that they can further investigate the situation.
Promptly address complaints by employees. It is also important that you promptly address complaints by employees who report bullying incidents to you. It would be disturbing if nothing is done after employees have come to discuss the incident with you.
Support work-life balance benefits. Past research has demonstrated a trend that offering work-life balance benefits (e.g. flextime, telecommunicating, and compressed workweek) increases job satisfaction, productivity, commitment, and promotes lower stress levels. Furthermore, employees who are satisfied with their jobs tend to have lower levels of job-related stress, and therefore are less likely to engage in bullying behaviors. By being a proponent of work-life balance, you can play an in direct role in preventing workplace bullying.
All in all, workplace bullying is a widespread problem that faces organizations around the globe. With the rapid technological changes, it is important that countries across the globe adopt cyberbullying laws. Our communication patterns are moving at rapid strides, and hence the law may not keep up with on line behaviors. Some challenging issues that cyber bullying policy makers are faced with include: How should lawmakers define cyber bullying and cyber stalking? If you re-share or re-tweet something that breaks the law, have you committed the same offense? What happens when the cyber bullying offence is committed by someone in another country where there is no cyberbullying legislation in place? Should Twitter, Facebook or other media sites be held criminally responsible for allowing their sites to be used in these offences?
While more organizations are recognizing the detrimental implications of workplace bullying on the organization and individuals, additional steps are needed to fight this silent epidemic. As a manager, you have a responsibility to prevent any workplace bullying behaviors and make your organization a healthier and happier environment.?
Suggested Readings
Einarsen, S., Hoel, H., Zapf, D. & Cooper, C. (2010). Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice. Second Edition (Google eBook). Boca Raton, FL: CRC Press.
Namie, G. & Namie, R. (2011). The Bully-Free Workplace: Stop Jerks Weasels, and Snakes from Killing Your Organization. Hoboken, New Jersey: John Wiley and Sons Inc.
What Can Managers Do To Prevent Workplace Bullying?
Sykes College of Business, The University of Tampa
In an account of workplace bullying, a victim noted, “My boss never liked me and why she hired me is still unclear. She bullied me extensively, yelling at me in front of my coworkers, threatening my job privately in her office, and discouraging alliances with coworkers. She treated people similarly in other departments, yelling at them in meetings.”
Unfortunately, the scenario above is more common than we expect. While statistics vary, a 2012 survey by the Society for Human Resource Management (SHRM) found that 51% of organizations reported that there had been incidents of bullying in their workplace. More recently, the 2014 Workplace Bullying Institute U.S. Workplace Bullying Survey found that 27% of Americans have suffered abusive conduct at work; another 21% have witnessed it; and 72% are aware that workplace bullying happens. In other words, a total of 65.6 million people are affected by workplace bullying and 37 million of U.S. workers report being subjected to “abusive conduct”. Internationally, Scandinavia has reported that 3-4% of their working population is affected regularly and Finland and Great Britain have reported a 10% prevalence rate.
Mexico is unprotected from this silent epidemic. Bullying has increased in the Mexican society and schools. CNN-Mexico reported that the Mexican press has indicated that in a two-year period (2011-2013), the practice has grown by 10%. Although this number may not seem to be large, it is extremely disturbing since many of the victims are young school children. It is estimated that 65% of schools in Mexico are impacted by bullying. In other words, more than six out of every ten kids are receiving inappropriate treatment from peers and other influences in their lives. Given the effect of socialization on these youngsters, bullying behaviors in schools may translate in organizations and further breed workplace bullying.
Although workplace bullying is four times more likely to occur than some forms of illegal harassment, there is no anti-bullying workplace legislation in the U.S. to prevent workplace bullying. The U.S. Congress created the Occupational Safety and Health Administration (OSHA) to assure safe and healthy working conditions by setting and enforcing standards and by providing training, outreach, education and assistance with the Occupational Safety and Health Act of 1970. In 2011, OSHA adopted a safety program for its own workers that included a workplace anti-bullying policy. The policy outlines safety practices for OSHA’s field offices. OSHA’s workplace bullying policy is significant because the General Duty Clause of the Occupational Safety and Health Act of 1970 requires employers to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees … .” However, there have been claims that OSHA has not enforced that provision with respect to workplace bullying, despite overwhelming research that workplace bullying may cause severe damages to a target’s mental and physical health. Since workplace bullying is often viewed as a precursor to workplace violence (an occupational hazard), employers have a responsibility to their employees to correct and prevent any bullying behaviors that may occur. More recently, healthy workplace bills have been introduced in 15 states in the U.S. as of June 2014 to make repeated, severe and pervasive behavior directed toward a worker illegal. A recent Wall Street Journal article also announced that Mexican President Enrique Peña Nieto proposed a bill for bullying in Mexico.
Countries, such as England, Sweden and Australia, have been faster to adopt anti-bullying workplace legislation. More recently, the U.K. has been taking a look at Anti-Cyber Bullying legislative issues. According to U.K law, criminal internet bullying laws such as the Protection from Harassment Act 1997 and the Crime and Disorder Act 1998 may apply as cyberbullying laws in terms of harassment or threatening behavior. In October, 2014, Justice Secretary Chris Grayling said that Internet trolls and cyber bullies might face up to two years in jail under new laws protecting users against cyber threats, cyber bullying, internet trolling and cyber blackmail.
Workplace bullying is a key issue that needs to be addressed. More companies are recognizing the negative implications of bullying on organizational productivity and team morale. Workplace bullying can have a detrimental impact on individuals. Employees who have been bullied are more likely to feel anxious, stressed, they have lower self-esteem, less self-efficacy, and they may consider leaving their position. A key step in preventing workplace bullying is the understanding of workplace bullying.
What is workplace bullying?
While various definitions for workplace bullying exists, workplace bullying has been defined as persistent, offensive, abusive, intimidating or insulting behavior or unfair actions directed at another individual, causing the recipient to feel threatened, abused, humiliated or vulnerable. Workplace bullies and targets may be employees, clients or vendors of the affected organization.
Bullying is an escalating process in the course of which the person confronted ends up in an inferior position and becomes the target of systematic negative social acts. A conflict cannot be called bullying if the incident is an isolated event or if two parties of approximately equal ‘strength’ are in conflict.”
Although the definitions vary, it is important to note that there are three important aspects of any bullying situation: 1) a power imbalance is involved; 2) the incidents occur on a regular basis over an extended period of time; and 3) the actions or inactions of the perpetrator directly cause the victim unwanted psychological stress. Incivilities that occur and do not meet these three aspects are not considered bullying incivilities.
What types of behaviors fall under workplace bullying?
The negative behaviors that are considered bullying behaviors are just as varied as the definition of bullying itself. These behaviors include verbal aggression, excessive monitoring of work (micromanaging), social isolation, rumors, depriving responsibility, attacking the victim’s private life or attitudes, ridiculing a colleague in front of others, and the withholding of necessary information. With unclear definitions and so many possible bullying behaviors, it is not surprising that organizations have a hard time determining what is acceptable and what is not.
What is the impact of bullying?
According to the literature, bullying can occur at three different levels: (1) Dyadic level – bullied/victim’s physical and mental well-being; (2) Group/meso level – relationship norms, and, (3) Organizational/macro level – corporate reputation.
Bullying that occurs between a perpetrator and a victim does not only affect the dyad, but also has an effect on the relationships between the perpetrator/other co-workers and the victim/other co-workers. Peers, subordinates, and immediate supervisors are sometimes frightened of the bully or the retribution they may face if they try to intervene. In addition, being exposed to repetitive bullying without any corrective action can lead to an acceptance of the behavior among the group. At the organizational level, bullying has been shown to result in higher absenteeism, higher turnover, and earlier retirement, all of which directly contribute to decreasing the organization’s profitability and bottom line. Bullying in the workplace effects the whole organization, not just the perpetrator and victim who are directly involved.
What can I do to prevent workplace bullying?
Managers have a responsibility to their employees to correct and prevent any bullying behaviors that may occur. As a manager, you can play an active role in preventing bullying by taking the following steps:
Participate in a training workshop. By enrolling in formal training, you will be equipped with the skills needed to identify, diffuse and respond to aggression in your department. Training seminars in conflict management and communication have also shown to be effective in reducing aggression among employees.
Become familiar with the anti-bullying policy in your organization. By becoming familiar with the anti-bullying policy in your organization, you will be able to better communicate the policy with your subordinates. If your organization does not have a policy, you can advocate an anti-bullying policy in your company. A well-developed anti-bullying policy prevents workplace bullying.
Communicate with HR if you suspect workplace bullying. If you are unsure that workplace bullying is occurring in your department, it essential that you contact HR so that they can further investigate the situation.
Promptly address complaints by employees. It is also important that you promptly address complaints by employees who report bullying incidents to you. It would be disturbing if nothing is done after employees have come to discuss the incident with you.
Support work-life balance benefits. Past research has demonstrated a trend that offering work-life balance benefits (e.g. flextime, telecommunicating, and compressed workweek) increases job satisfaction, productivity, commitment, and promotes lower stress levels. Furthermore, employees who are satisfied with their jobs tend to have lower levels of job-related stress, and therefore are less likely to engage in bullying behaviors. By being a proponent of work-life balance, you can play an in direct role in preventing workplace bullying.
All in all, workplace bullying is a widespread problem that faces organizations around the globe. With the rapid technological changes, it is important that countries across the globe adopt cyberbullying laws. Our communication patterns are moving at rapid strides, and hence the law may not keep up with on line behaviors. Some challenging issues that cyber bullying policy makers are faced with include: How should lawmakers define cyber bullying and cyber stalking? If you re-share or re-tweet something that breaks the law, have you committed the same offense? What happens when the cyber bullying offence is committed by someone in another country where there is no cyberbullying legislation in place? Should Twitter, Facebook or other media sites be held criminally responsible for allowing their sites to be used in these offences?
While more organizations are recognizing the detrimental implications of workplace bullying on the organization and individuals, additional steps are needed to fight this silent epidemic. As a manager, you have a responsibility to prevent any workplace bullying behaviors and make your organization a healthier and happier environment.?
Suggested Readings