Abstracts
Reference List
LaVan H, Martin W. Bullying in the U.S. Workplace: Normative and Process-Oriented Ethical Approaches. Journal Of Business Ethics [serial online]. 2008;83(2):147-165. Available from: JSTOR Arts & Sciences VI, Ipswich, MA. Accessed March 19, 2012.
Abstract:
Bullying is a serious problem in today's workplace, in that, a large percentage of employees have either been bullied or knows someone who has. There are a variety of ethical concerns dealing with bullying-that is, courses of action to manage the bullying contain serious ethical/legal concerns. The inadequacies of legal protections for bullying in the U.S. workplace also compound the approaches available to deal ethically with bullying. While Schumann (2001, Human Resource Management Review 11, 93-111) does not explicitly examine bullying, the five moral principles that he advocates can be applied to judge the ethics of bullying in the workplace. A possible limitation of this model is that, it is designed to be normative (judgmental), and while it does take into consideration the relationships among the victim, the perpetrator, the groups in the organization, and the organization itself in judging the ethics of bullying, it does not explicitly consider the process by which bullying might develop and persist. In order to gain a deeper understanding of the dynamics of this process, Nijhof and Rietdijk (1999, Journal of Business Ethics 20(1), 39-50)) suggest applying an A-B-C (antecedents, behaviors, and consequences) model to help understand the dynamics of bullying in the workplace. Formal propositions are offered to guide both academics and practitioners to an enriched understanding of the ethics of workplace bullying.
(American Psychological Assoc.)
References
Gumbus, A., & Lyons, B. (2011). Workplace Harassment: The Social Costs of Bullying. Journal Of Leadership, Accountability & Ethics, 8(5), 72-90.
Abstract:
Most research on workplace bullying uses survey results to understand working conditions, target and bully characteristics, and results of bullying situations. This study uses content analysis to determine themes emerging from a writing assignment that asks students to respond to questions about workplace bullying. The intent of the research is to enable bullying targets to better understand the situation, to help managers to learn how to mitigate possible bullying situations, and to assist witnesses to better react to workplace incidents. [ABSTRACT FROM AUTHOR]
References
Keashly, L. (2010). A Researcher Speaks to Ombudsmen about Workplace Bullying. Journal Of The International Ombudsman Association, 3(2), 10-23.
Abstract:
Workplace bullying is repeated and prolonged hostile mistreatment of one or more people at work. It has tremendous potential to escalate, drawing in others beyond the initial actor-target relationship. Its effects can be devastating and widespread individually, organizationally and beyond. It is fundamentally a systemic phenomenon grounded in the organization's culture. In this article, I identify from my perspective as a researcher and professional in this area current thinking and research findings that may be useful for ombudsmen in their deliberations and investigations as well as in their intervention and management of these hostile behaviors and relationships. [ABSTRACT FROM AUTHOR]
References
Taylor, C., & Zeng, H. (2011). CASE STUDY IN THREATS OF WORKPLACE VIOLENCE FROM A NON-SUPERVISORY BASIS. Mustang Journal Of Law & Legal Studies, 55-64.
Abstract:
Workplace bullying literature and attribution theory approach workplace incidents as stemming from a supervisory origination; however, the high incidents of workplace violence in the media in recent years indicate that this topic should be explored from a peer basis as well. This case study explores legal and ethical issues concerning employees who bring weapons to work and the psychological effect of that on other employees. Appropriate managerial action and the risk of inaction when this occurs is also broached in the literature review. Violence prone employment scenarios are highlighted, and potential negligent hiring and negligent retention causes of action are discussed. Proactive solutions such as training annually are recommended. Questions to promote further thought and discussion are provided in the appendix
References
Sidle, S. D. (2010). Eye of the Beholder: Does Culture Shape Perceptions of Workplace Bullying?. Academy Of Management Perspectives, 24(3), 100-101. doi:10.5465/AMP.2010.52842955
Abstract:
The article reports on a study which investigated the question of whether national cultural differences affect employees' perceptions of bullying in the workplace. The study, "Consequences of workplace bullying on employee identification and satisfaction among Australians and Singaporeans," by Jennifer Loh, Simon Lloyd D. Restubog, and Thomas J. Zagenczyk, was published in the "Journal of Cross-Cultural Psychology." It found that employee attitudes worsened as a result of bullying in all cases, but the employees from more egalitarian cultures reacted in a more strongly negative way.
References
Mathisen, G., Einarsen, S., & Mykletun, R. (2011). The Relationship Between Supervisor Personality, Supervisors' Perceived Stress and Workplace Bullying. Journal Of Business Ethics, 99(4), 637-651. doi:10.1007/s10551-010-0674-z
Abstract:
This study investigated the relationship between supervisor personality and subordinate reports of exposure to bullying and harassment at work. Three research questions were examined: (a) Is there a direct relationship between supervisor personality and reports of workplace bullying? (b) Is there an interaction between supervisor personality and supervisors' perceived stress as predictors of workplace bullying? (c) Will subordinates who experience bullying at their workplace rate their supervisor's personality more negatively (negative halo effect)? The sample consisted of 207 supervisors and employees within 70 Norwegian restaurants. Supervisors low on conscientiousness, high on neuroticism and portraying high levels of exposure to stress were the subject of significantly more reports from subordinates of exposure to workplace bullying. An interaction between agreeableness and stress was found showing that agreeableness is related to bullying under low levels of stress. In addition, subordinates who perceived their supervisor as being low on agreeableness and high on introversion reported significantly more workplace bullying, supporting a negative halo effect hypothesis. [ABSTRACT FROM AUTHOR]
*****This one is about Nursing
References
Hutchinson, M., Vickers, M. H., Wilkes, L., & Jackson, D. (2010). A typology of bullying behaviours: the experiences of Australian nurses. Journal Of Clinical Nursing, 19(15/16), 2319-2328. doi:10.1111/j.1365-2702.2009.03160.x
Abstract:
Aim and objective. This study sought to explore the nature of bullying in the Australian nursing workplace. Background. While there is widespread concern about the extent and consequences of bullying among nurses, to date, there have been no published reports cataloguing the types of behaviours that constitute bullying. Design. Reported here are findings from the first stage of a three-stage sequential mixed methods study. Methods. The first, qualitative stage of this study employed in-depth, semi structured interviews with 26 nurses who had experienced bullying from two Australian area health services. Content analysis of the verbatim interview transcripts was performed using thenvivo 7 software program. Results. The analysis identified six major categories and constituent sub-categories. The typology of bullying behaviours reported here is one of these major categories. Conclusion. The typology of behaviours developed from the study provides detailed insights into the complexity of bullying experienced by nurses. The behaviours were labelled: personal attack, erosion of professional competence and reputation, and attack through work roles and tasks. These themes provide insight into the construct of bullying by providing a detailed catalogue of bullying behaviours that show that bullying is frequently masked in work tasks or work processes and focused on damaging the reputation and status of targets. Relevance to clinical practice. The detailed catalogue of bullying behaviours draws attention to the breadth of the bullying experience. It is anticipated the typology will be of use to nurses, managers and other professionals who are interested in responding to the problem of bullying in nursing. [ABSTRACT FROM AUTHOR]
References
Simons, S., & Mawn, B. (2010). Bullying in the workplace -- a qualitative study of newly licensed registered nurses. AAOHN Journal, 58(7), 305-311. doi:10.3928/08910162-20100616-02
Abstract:
Bullying in the workplace is associated with negative job satisfaction and retention. It has also been found to have adverse effects on the health of employees. Using a qualitative descriptive design, this study examined the stories of bullying among nurses based on actual or witnessed experiences. One hundred eighty-four newly licensed U.S. nurses responded to an openended question on a survey about bullying mailed to their homes. Four major themes emerged that related to varying types of bullying behaviors, perceived causes of bullying, and the impact of bullying behaviors. The themes included structural bullying; nurses "eating their young"; being out of the clique; and leaving the job. Bullying is experienced firsthand and secondhand by nurses, and particularly by vulnerable, newly graduated nurses. Workplace bullying must be explored fully to develop effective strategies to eliminate it.
References
Stagg, S., & Sheridan, D. (2010). Effectiveness of bullying and violence prevention programs: a systematic review. AAOHN Journal, 58(10), 419-424. doi:10.3928/08910162-20100916-02
Abstract:
Workplace bullying is a significant occupational health problem worldwide. Nurses are vulnerable to workplace bullying. During interactions with staff nurses, occupational health nurses have crucial opportunities to identify victims of workplace bullying and provide effective techniques for preventing and managing workplace bullying behaviors. The purpose of this systematic review was to identify best practices for preventing and managing workplace bullying among staff nurses. The best method found to control and stop workplace bullying involves cognitive rehearsal of responses to common bullying behaviors. Translation of the 3-hour workplace bullying prevention and management program is discussed.
References
Martin, C., & Martin, C. (2010). Bully for you: harassment and bullying in the workplace. British Journal Of Midwifery, 18(1), 25-31
Abstract:
Bullying and harassment is a significant predicament that midwives face on a regular basis. Bullying and harassment may be characterized by unpleasant, threatening, malevolent or offensive behaviour. It involves abuse or misuse of power intended to undermine, humiliate, denigrate or harm the recipient. Deliberate bullying and/or harassment can have a major impact upon physical and mental health, as well as function within role. There are consequences for the persecutor, victim and institution in terms of health, cost and reputation. The objective of this paper is to provide managers with solutions to diminish levels of bullying and harassment within maternity units. To this effect, a bullying and harassment protocol has been written to guide managers to use appropriate strategies to diminish the intensity of bullying and harassment within their unit. To audit success, a Bullying and Harassment Scale (BAHS) has been devised to measure effectiveness of interventions targeted at reducing the problem
References
Bullying Proves the Point-You Should Be a Team Player. (2012). Security Director's Report, 12(1), 1-15.
Abstract:
The article focuses on workplace bullying which is a problem by both the security and human resource (HR) department. It says that bullying is associated with the lack of trust of management, poor organizational climate, and higher rates of absenteeism and turnover. Furthermore, it mentions that companies could benefit from a collaborative and strategic discussion of the problem, wherein security leaders should understand the current approach of the company.
References
Hauge, L., Skogstad, A., & Einarsen, S. (2009). Individual and situational predictors of workplace bullying: Why do perpetrators engage in the bullying of others?. Work & Stress, 23(4), 349-358. doi:10.1080/02678370903395568
Abstract:
Stressful working environments are often assumed to create conditions that may lead to bullying. However, few studies have investigated how factors experienced in the work environment may trigger perpetrators to engage in bullying of others. Drawing on Spector and Fox's (2005) stressor-emotion model of counterproductive work behaviour, the present study investigated the predictive effects of both individual and situational factors as predictors of being a perpetrator of workplace bullying, as applied to a representative sample of the Norwegian workforce (N=2359). Results from logistic regression analysis show that being oneself a target of bullying, regardless of the frequency, and being male strongly predicted involvement in bullying of others. Among the situational factors, only role conflict and interpersonal conflicts significantly predicted being a perpetrator of bullying. The present findings support the notion that bullying will thrive in stressful working environments and thus yield an important contribution in identifying antecedent conditions to counteract the development of bullying at workplaces. [ABSTRACT FROM AUTHOR]
References
Wiedmer, T. L. (2010). Workplace Bullying: Costly and Preventable. Delta Kappa Gamma Bulletin, 77(2), 35-41.
Abstract:
Workplace bullying is a pervasive practice by malicious individuals who seek power, control, domination, and subjugation. In businesses or schools, such bullying is an inefficient way of working that is both costly and preventable. Senior management and executives are ultimately responsible for creating and sustaining bully-free workplaces. Workplace bullies can be stopped if employees and employers work together to establish and enforce appropriate workplace policies and practices. This article presents information about workplace bullying, including its prevalence, targeted individuals, bullying behaviors, employer practices, and steps to prevent bullying. In the end, leadership and an environment of respect provide the ultimate formula for stopping workplace bullying.
References
Boddy, C. (2011). Corporate Psychopaths, Bullying and Unfair Supervision in the Workplace. Journal Of Business Ethics, 100(3), 367-379. doi:10.1007/s10551-010-0689-5
Abstract:
This article reports on empirical research that establishes strong, positive, and significant correlations between the ethical issues of bullying and unfair supervision in the workplace and the presence of Corporate Psychopaths. The main measure for bullying is identified as being the witnessing of the unfavorable treatment of others at work. Unfair supervision was measured by perceptions that an employee's supervisor was unfair and showed little interest in the feelings of subordinates. This article discusses the theoretical links between psychopathy and bullying and notes that little empirical evidence confirms the connection in management research. The sample of 346 Australian senior white collar workers used in the research is described as is the measure of behavior for identifying psychopaths. The findings are then presented and discussed showing that when Corporate Psychopaths are present in a work environment, the level of bullying is significantly greater than when they are not present. Further, that when Corporate Psychopaths are present, supervisors are strongly perceived as being unfair to employees and disinterested in their feelings. This article concludes that around 26% of bullying is accounted for by 1% of the employee population, those who are Corporate Psychopaths. [ABSTRACT FROM AUTHOR]
Dealing with the Bullying
References
McCulloch, B. (2010). Dealing with Bullying Behaviours in the Workplace: What Works - A Practitioner's View. Journal Of The International Ombudsman Association, 3(2), 39-51
Abstract:
The issue of how to deal with bullying behaviour in workplaces is a vexed one and many varied views have been published on the subject. This article is written from the perspective of a Mediator employed in a tertiary academic institution who has developed a process of mediation specifically to address issues of concern about workplace bullying and harassment. The article draws on the author's experience over the last 5 years and sets out her process and conclusions as a practitioner in this field. It is intended to elicit comments, questions and discussion amongst readers. [ABSTRACT FROM AUTHOR]
References
Privitera, C., & Campbell, M. (2009). Cyberbullying: The New Face of Workplace Bullying?. Cyberpsychology & Behavior, 12(4), 395-400. doi:10.1089/cpb.2009.0025
Abstract:
While the subject of cyberbullying of children and adolescents has begun to be addressed, less attention and research have focused on cyberbullying in the workplace. Male-dominated workplaces such as manufacturing settings are found to have an increased risk of workplace bullying, but the prevalence of cyberbullying in this sector is not known. This exploratory study investigated the prevalence and methods of face-to-face bullying and cyberbullying of males at work. One hundred three surveys (a modified version of the revised Negative Acts Questionnaire [NAQ-R]) were returned from randomly selected members of the Australian Manufacturing Workers' Union (AMWU). The results showed that 34% of respondents were bullied face-to-face, and 10.7% were cyberbullied. All victims of cyberbullying also experienced face-to-face bullying. The implications for organizations' “duty of care” in regard to this new form of bullying are indicated. [ABSTRACT FROM AUTHOR]
References
Vega, G., & Comer, D. R. (2005). Sticks and Stones May Break Your Bones, but Words Can Break Your Spirit: Bullying in the Workplace. Journal Of Business Ethics, 58(1), 101-109.
Abstract:
Workplace bullying has a well-established body of research internationally, but the United States has lagged behind the rest of the world in the identification and investigation of this phenomenon. This paper presents a managerial perspective on bullying in organizations. The lack of attention to the concept of workplace dignity in American organizational structures has supported and even encouraged both casual and more severe forms of harassment that our workplace laws do not currently cover. The demoralization victims suffer can create toxic working environments and impair organizational productivity. Some methods of protecting your organization from this blight of bullying are proposed. Bullying has always been part of the human condition; history is rife with references to abuse of power and unnecessary or excessive force. The classic bully story is of Joseph and his brothers, a tale of envy and hostility. The refinement of bullying to include various forms of legally defined social harassment is a relatively late phenomenon, however, dating to the Civil Rights Act of 1964. In the United States, bullying is not illegal, whereas it is illegal in many other countries. Bullying is not about benign teasing, nor does it include the off-color jokes, racial slurs, or unwelcome advances that are the hallmarks of legally defined harassment. Workplace bullying is the pattern of destructive and generally deliberate demeaning of co-workers or subordinates that reminds us of the activities of the schoolyard bully. Unlike the schoolyard bully, however, the workplace bully is an adult, usually (but not always) aware of the impact of his or her behavior on others. Bullying in the workplace, often tacitly accepted by the organizational leadership, can create an environment of psychological threat that diminishes corporate productivity and inhibits individual and group commitment. The two examples that follow will help to clarify the difference between harassment and bullying.
LaVan H, Martin W. Bullying in the U.S. Workplace: Normative and Process-Oriented Ethical Approaches. Journal Of Business Ethics [serial online]. 2008;83(2):147-165. Available from: JSTOR Arts & Sciences VI, Ipswich, MA. Accessed March 19, 2012.
Abstract:
Bullying is a serious problem in today's workplace, in that, a large percentage of employees have either been bullied or knows someone who has. There are a variety of ethical concerns dealing with bullying-that is, courses of action to manage the bullying contain serious ethical/legal concerns. The inadequacies of legal protections for bullying in the U.S. workplace also compound the approaches available to deal ethically with bullying. While Schumann (2001, Human Resource Management Review 11, 93-111) does not explicitly examine bullying, the five moral principles that he advocates can be applied to judge the ethics of bullying in the workplace. A possible limitation of this model is that, it is designed to be normative (judgmental), and while it does take into consideration the relationships among the victim, the perpetrator, the groups in the organization, and the organization itself in judging the ethics of bullying, it does not explicitly consider the process by which bullying might develop and persist. In order to gain a deeper understanding of the dynamics of this process, Nijhof and Rietdijk (1999, Journal of Business Ethics 20(1), 39-50)) suggest applying an A-B-C (antecedents, behaviors, and consequences) model to help understand the dynamics of bullying in the workplace. Formal propositions are offered to guide both academics and practitioners to an enriched understanding of the ethics of workplace bullying.
(American Psychological Assoc.)
References
Gumbus, A., & Lyons, B. (2011). Workplace Harassment: The Social Costs of Bullying. Journal Of Leadership, Accountability & Ethics, 8(5), 72-90.
Abstract:
Most research on workplace bullying uses survey results to understand working conditions, target and bully characteristics, and results of bullying situations. This study uses content analysis to determine themes emerging from a writing assignment that asks students to respond to questions about workplace bullying. The intent of the research is to enable bullying targets to better understand the situation, to help managers to learn how to mitigate possible bullying situations, and to assist witnesses to better react to workplace incidents. [ABSTRACT FROM AUTHOR]
References
Keashly, L. (2010). A Researcher Speaks to Ombudsmen about Workplace Bullying. Journal Of The International Ombudsman Association, 3(2), 10-23.
Abstract:
Workplace bullying is repeated and prolonged hostile mistreatment of one or more people at work. It has tremendous potential to escalate, drawing in others beyond the initial actor-target relationship. Its effects can be devastating and widespread individually, organizationally and beyond. It is fundamentally a systemic phenomenon grounded in the organization's culture. In this article, I identify from my perspective as a researcher and professional in this area current thinking and research findings that may be useful for ombudsmen in their deliberations and investigations as well as in their intervention and management of these hostile behaviors and relationships. [ABSTRACT FROM AUTHOR]
References
Taylor, C., & Zeng, H. (2011). CASE STUDY IN THREATS OF WORKPLACE VIOLENCE FROM A NON-SUPERVISORY BASIS. Mustang Journal Of Law & Legal Studies, 55-64.
Abstract:
Workplace bullying literature and attribution theory approach workplace incidents as stemming from a supervisory origination; however, the high incidents of workplace violence in the media in recent years indicate that this topic should be explored from a peer basis as well. This case study explores legal and ethical issues concerning employees who bring weapons to work and the psychological effect of that on other employees. Appropriate managerial action and the risk of inaction when this occurs is also broached in the literature review. Violence prone employment scenarios are highlighted, and potential negligent hiring and negligent retention causes of action are discussed. Proactive solutions such as training annually are recommended. Questions to promote further thought and discussion are provided in the appendix
References
Sidle, S. D. (2010). Eye of the Beholder: Does Culture Shape Perceptions of Workplace Bullying?. Academy Of Management Perspectives, 24(3), 100-101. doi:10.5465/AMP.2010.52842955
Abstract:
The article reports on a study which investigated the question of whether national cultural differences affect employees' perceptions of bullying in the workplace. The study, "Consequences of workplace bullying on employee identification and satisfaction among Australians and Singaporeans," by Jennifer Loh, Simon Lloyd D. Restubog, and Thomas J. Zagenczyk, was published in the "Journal of Cross-Cultural Psychology." It found that employee attitudes worsened as a result of bullying in all cases, but the employees from more egalitarian cultures reacted in a more strongly negative way.
References
Mathisen, G., Einarsen, S., & Mykletun, R. (2011). The Relationship Between Supervisor Personality, Supervisors' Perceived Stress and Workplace Bullying. Journal Of Business Ethics, 99(4), 637-651. doi:10.1007/s10551-010-0674-z
Abstract:
This study investigated the relationship between supervisor personality and subordinate reports of exposure to bullying and harassment at work. Three research questions were examined: (a) Is there a direct relationship between supervisor personality and reports of workplace bullying? (b) Is there an interaction between supervisor personality and supervisors' perceived stress as predictors of workplace bullying? (c) Will subordinates who experience bullying at their workplace rate their supervisor's personality more negatively (negative halo effect)? The sample consisted of 207 supervisors and employees within 70 Norwegian restaurants. Supervisors low on conscientiousness, high on neuroticism and portraying high levels of exposure to stress were the subject of significantly more reports from subordinates of exposure to workplace bullying. An interaction between agreeableness and stress was found showing that agreeableness is related to bullying under low levels of stress. In addition, subordinates who perceived their supervisor as being low on agreeableness and high on introversion reported significantly more workplace bullying, supporting a negative halo effect hypothesis. [ABSTRACT FROM AUTHOR]
*****This one is about Nursing
References
Hutchinson, M., Vickers, M. H., Wilkes, L., & Jackson, D. (2010). A typology of bullying behaviours: the experiences of Australian nurses. Journal Of Clinical Nursing, 19(15/16), 2319-2328. doi:10.1111/j.1365-2702.2009.03160.x
Abstract:
Aim and objective. This study sought to explore the nature of bullying in the Australian nursing workplace. Background. While there is widespread concern about the extent and consequences of bullying among nurses, to date, there have been no published reports cataloguing the types of behaviours that constitute bullying. Design. Reported here are findings from the first stage of a three-stage sequential mixed methods study. Methods. The first, qualitative stage of this study employed in-depth, semi structured interviews with 26 nurses who had experienced bullying from two Australian area health services. Content analysis of the verbatim interview transcripts was performed using thenvivo 7 software program. Results. The analysis identified six major categories and constituent sub-categories. The typology of bullying behaviours reported here is one of these major categories. Conclusion. The typology of behaviours developed from the study provides detailed insights into the complexity of bullying experienced by nurses. The behaviours were labelled: personal attack, erosion of professional competence and reputation, and attack through work roles and tasks. These themes provide insight into the construct of bullying by providing a detailed catalogue of bullying behaviours that show that bullying is frequently masked in work tasks or work processes and focused on damaging the reputation and status of targets. Relevance to clinical practice. The detailed catalogue of bullying behaviours draws attention to the breadth of the bullying experience. It is anticipated the typology will be of use to nurses, managers and other professionals who are interested in responding to the problem of bullying in nursing. [ABSTRACT FROM AUTHOR]
References
Simons, S., & Mawn, B. (2010). Bullying in the workplace -- a qualitative study of newly licensed registered nurses. AAOHN Journal, 58(7), 305-311. doi:10.3928/08910162-20100616-02
Abstract:
Bullying in the workplace is associated with negative job satisfaction and retention. It has also been found to have adverse effects on the health of employees. Using a qualitative descriptive design, this study examined the stories of bullying among nurses based on actual or witnessed experiences. One hundred eighty-four newly licensed U.S. nurses responded to an openended question on a survey about bullying mailed to their homes. Four major themes emerged that related to varying types of bullying behaviors, perceived causes of bullying, and the impact of bullying behaviors. The themes included structural bullying; nurses "eating their young"; being out of the clique; and leaving the job. Bullying is experienced firsthand and secondhand by nurses, and particularly by vulnerable, newly graduated nurses. Workplace bullying must be explored fully to develop effective strategies to eliminate it.
References
Stagg, S., & Sheridan, D. (2010). Effectiveness of bullying and violence prevention programs: a systematic review. AAOHN Journal, 58(10), 419-424. doi:10.3928/08910162-20100916-02
Abstract:
Workplace bullying is a significant occupational health problem worldwide. Nurses are vulnerable to workplace bullying. During interactions with staff nurses, occupational health nurses have crucial opportunities to identify victims of workplace bullying and provide effective techniques for preventing and managing workplace bullying behaviors. The purpose of this systematic review was to identify best practices for preventing and managing workplace bullying among staff nurses. The best method found to control and stop workplace bullying involves cognitive rehearsal of responses to common bullying behaviors. Translation of the 3-hour workplace bullying prevention and management program is discussed.
References
Martin, C., & Martin, C. (2010). Bully for you: harassment and bullying in the workplace. British Journal Of Midwifery, 18(1), 25-31
Abstract:
Bullying and harassment is a significant predicament that midwives face on a regular basis. Bullying and harassment may be characterized by unpleasant, threatening, malevolent or offensive behaviour. It involves abuse or misuse of power intended to undermine, humiliate, denigrate or harm the recipient. Deliberate bullying and/or harassment can have a major impact upon physical and mental health, as well as function within role. There are consequences for the persecutor, victim and institution in terms of health, cost and reputation. The objective of this paper is to provide managers with solutions to diminish levels of bullying and harassment within maternity units. To this effect, a bullying and harassment protocol has been written to guide managers to use appropriate strategies to diminish the intensity of bullying and harassment within their unit. To audit success, a Bullying and Harassment Scale (BAHS) has been devised to measure effectiveness of interventions targeted at reducing the problem
References
Bullying Proves the Point-You Should Be a Team Player. (2012). Security Director's Report, 12(1), 1-15.
Abstract:
The article focuses on workplace bullying which is a problem by both the security and human resource (HR) department. It says that bullying is associated with the lack of trust of management, poor organizational climate, and higher rates of absenteeism and turnover. Furthermore, it mentions that companies could benefit from a collaborative and strategic discussion of the problem, wherein security leaders should understand the current approach of the company.
References
Hauge, L., Skogstad, A., & Einarsen, S. (2009). Individual and situational predictors of workplace bullying: Why do perpetrators engage in the bullying of others?. Work & Stress, 23(4), 349-358. doi:10.1080/02678370903395568
Abstract:
Stressful working environments are often assumed to create conditions that may lead to bullying. However, few studies have investigated how factors experienced in the work environment may trigger perpetrators to engage in bullying of others. Drawing on Spector and Fox's (2005) stressor-emotion model of counterproductive work behaviour, the present study investigated the predictive effects of both individual and situational factors as predictors of being a perpetrator of workplace bullying, as applied to a representative sample of the Norwegian workforce (N=2359). Results from logistic regression analysis show that being oneself a target of bullying, regardless of the frequency, and being male strongly predicted involvement in bullying of others. Among the situational factors, only role conflict and interpersonal conflicts significantly predicted being a perpetrator of bullying. The present findings support the notion that bullying will thrive in stressful working environments and thus yield an important contribution in identifying antecedent conditions to counteract the development of bullying at workplaces. [ABSTRACT FROM AUTHOR]
References
Wiedmer, T. L. (2010). Workplace Bullying: Costly and Preventable. Delta Kappa Gamma Bulletin, 77(2), 35-41.
Abstract:
Workplace bullying is a pervasive practice by malicious individuals who seek power, control, domination, and subjugation. In businesses or schools, such bullying is an inefficient way of working that is both costly and preventable. Senior management and executives are ultimately responsible for creating and sustaining bully-free workplaces. Workplace bullies can be stopped if employees and employers work together to establish and enforce appropriate workplace policies and practices. This article presents information about workplace bullying, including its prevalence, targeted individuals, bullying behaviors, employer practices, and steps to prevent bullying. In the end, leadership and an environment of respect provide the ultimate formula for stopping workplace bullying.
References
Boddy, C. (2011). Corporate Psychopaths, Bullying and Unfair Supervision in the Workplace. Journal Of Business Ethics, 100(3), 367-379. doi:10.1007/s10551-010-0689-5
Abstract:
This article reports on empirical research that establishes strong, positive, and significant correlations between the ethical issues of bullying and unfair supervision in the workplace and the presence of Corporate Psychopaths. The main measure for bullying is identified as being the witnessing of the unfavorable treatment of others at work. Unfair supervision was measured by perceptions that an employee's supervisor was unfair and showed little interest in the feelings of subordinates. This article discusses the theoretical links between psychopathy and bullying and notes that little empirical evidence confirms the connection in management research. The sample of 346 Australian senior white collar workers used in the research is described as is the measure of behavior for identifying psychopaths. The findings are then presented and discussed showing that when Corporate Psychopaths are present in a work environment, the level of bullying is significantly greater than when they are not present. Further, that when Corporate Psychopaths are present, supervisors are strongly perceived as being unfair to employees and disinterested in their feelings. This article concludes that around 26% of bullying is accounted for by 1% of the employee population, those who are Corporate Psychopaths. [ABSTRACT FROM AUTHOR]
Dealing with the Bullying
References
McCulloch, B. (2010). Dealing with Bullying Behaviours in the Workplace: What Works - A Practitioner's View. Journal Of The International Ombudsman Association, 3(2), 39-51
Abstract:
The issue of how to deal with bullying behaviour in workplaces is a vexed one and many varied views have been published on the subject. This article is written from the perspective of a Mediator employed in a tertiary academic institution who has developed a process of mediation specifically to address issues of concern about workplace bullying and harassment. The article draws on the author's experience over the last 5 years and sets out her process and conclusions as a practitioner in this field. It is intended to elicit comments, questions and discussion amongst readers. [ABSTRACT FROM AUTHOR]
References
Privitera, C., & Campbell, M. (2009). Cyberbullying: The New Face of Workplace Bullying?. Cyberpsychology & Behavior, 12(4), 395-400. doi:10.1089/cpb.2009.0025
Abstract:
While the subject of cyberbullying of children and adolescents has begun to be addressed, less attention and research have focused on cyberbullying in the workplace. Male-dominated workplaces such as manufacturing settings are found to have an increased risk of workplace bullying, but the prevalence of cyberbullying in this sector is not known. This exploratory study investigated the prevalence and methods of face-to-face bullying and cyberbullying of males at work. One hundred three surveys (a modified version of the revised Negative Acts Questionnaire [NAQ-R]) were returned from randomly selected members of the Australian Manufacturing Workers' Union (AMWU). The results showed that 34% of respondents were bullied face-to-face, and 10.7% were cyberbullied. All victims of cyberbullying also experienced face-to-face bullying. The implications for organizations' “duty of care” in regard to this new form of bullying are indicated. [ABSTRACT FROM AUTHOR]
References
Vega, G., & Comer, D. R. (2005). Sticks and Stones May Break Your Bones, but Words Can Break Your Spirit: Bullying in the Workplace. Journal Of Business Ethics, 58(1), 101-109.
Abstract:
Workplace bullying has a well-established body of research internationally, but the United States has lagged behind the rest of the world in the identification and investigation of this phenomenon. This paper presents a managerial perspective on bullying in organizations. The lack of attention to the concept of workplace dignity in American organizational structures has supported and even encouraged both casual and more severe forms of harassment that our workplace laws do not currently cover. The demoralization victims suffer can create toxic working environments and impair organizational productivity. Some methods of protecting your organization from this blight of bullying are proposed. Bullying has always been part of the human condition; history is rife with references to abuse of power and unnecessary or excessive force. The classic bully story is of Joseph and his brothers, a tale of envy and hostility. The refinement of bullying to include various forms of legally defined social harassment is a relatively late phenomenon, however, dating to the Civil Rights Act of 1964. In the United States, bullying is not illegal, whereas it is illegal in many other countries. Bullying is not about benign teasing, nor does it include the off-color jokes, racial slurs, or unwelcome advances that are the hallmarks of legally defined harassment. Workplace bullying is the pattern of destructive and generally deliberate demeaning of co-workers or subordinates that reminds us of the activities of the schoolyard bully. Unlike the schoolyard bully, however, the workplace bully is an adult, usually (but not always) aware of the impact of his or her behavior on others. Bullying in the workplace, often tacitly accepted by the organizational leadership, can create an environment of psychological threat that diminishes corporate productivity and inhibits individual and group commitment. The two examples that follow will help to clarify the difference between harassment and bullying.