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Workplace Bullying: What Everyone Needs to Know August 2006 Report # 87-1-2006

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Workplace Bullying: What Everyone Needs to Know August 2006 Report # 87-1-2006 Workplace Bullying: What Everyone Needs to Know August 2006 Report # 87-1-2006 WHAT IS WORKPLACE BULLYING AND Many bullying situations involve employees WHO IS AFFECTED? bullying their peers, rather than a supervisor bullying an employee. Workplace bullying refers to repeated, unreasonable actions of individuals (or a group) One study from the National Institute of directed towards an employee (or a group of Occupational Safety and Health (NIOSH) found employees), which is intended to intimidate and that a quarter of the 516 private and public creates a risk to the health and safety of the companies studied reported some occurrence of employee(s). bullying in the preceding year. Workplace bullying often involves an abuse or misuse of power. Bullying includes behavior that intimidates, degrades, offends, or humiliates a Examples of bullying: worker, often in front of others. Bullying • Unwarranted or invalid criticism behavior creates feelings of defenselessness in the target and undermines an individual’s right to • Blame without factual justification dignity at work. • Being treated differently than the rest of your work group Bullying is different from aggression. Whereas • Being sworn at aggression may involve a single act, bullying involves repeated attacks against the target, • Exclusion or social isolation creating an on-going pattern of behavior. • Being shouted at or being humiliated “Tough” or “demanding” bosses are not necessarily bullies, as long as their primary • Being the target of practical jokes motivation is to obtain the best performance by • Excessive monitoring setting high expectations. WHAT IS CORPORATE/INSTITUTIONAL BULLYING? Corporate/institutional bullying occurs when bullying is entrenched in an organization and becomes accepted as part of the workplace culture. Corporate/institutional bullying can manifest • Workforce characteristics (e.g., age, gender, itself in different ways: parental status, apprentice or trainee); • Placing unreasonable expectations on • Workplace relationships (e.g., inadequate employees, where failure to meet those information flow between organizational expectations means making levels, lack of employee life unpleasant (or dismissing) participation in decisions; and anyone who objects; • Work systems (e.g., lack of • Dismissing employees policies about behavior, high suffering from stress as rate and intensity of work, staff “weak” while completely shortages, interpersonal conflict, ignoring or denying potential organizational constraints, role work-related causes of the ambiguity, and role conflict. stress; and/or HOW BULLYING AFFECTS PEOPLE: • Encouraging employees to fabricate complaints about colleagues with promises Victims of bullying experience significant of promotion or threats of discipline. physical and mental health problems: Signs of corporate and institutional bullying • High stress; post-traumatic stress disorder (PTSD) include: • Financial problems due to absence • Failure to meet organizational goals; • Reduced self-esteem • Increased frequencies of grievances, • Musculoskeletal problems resignations, and requests for transfers; • Phobias • Increased absence due to sickness; and • Sleep disturbances • Increased disciplinary actions. • Increased depression/self-blame If you are aware of bullying in the workplace and • Digestive problems do not take action, then you are accepting a share of the responsibility for any future abuses. This HOW BULLYING AFFECTS means that witnesses of bullying behavior should be encouraged to report any such incidences. ORGANIZATIONS: Individuals are less likely to engage in antisocial Each of the individual consequences listed above behavior when it is understood that the can be very costly for the organization. Costs of organization does not tolerate such behavior and bullying generally fall into three categories: that the perpetrator is likely to be punished. 1. Replacing staff members that leave as a Factors that Increase the Risk for Bullying result of being bullied Behavior: 2. Work effort being displaced as staff cope • Significant organizational change (i.e., major with bullying incidents (i.e., effort being internal restructuring, technological change); directed away from work productivity and towards coping) 2 3. Costs associated with investigations of ill bullied because the behavior is covert, through treatment and potential legal action trivial criticisms and isolating actions that occur behind closed doors. While harassment is illegal; Bullies do not run good organizations; staff bullying is not. turnover and sick leave will be high while morale and productivity will be low. Stress, WHAT CAN BE DONE ABOUT BULLYING? depression and physical health problems result in Bullying in general is NOT illegal in the U.S. time away from work that unless it involves harassment based on sex, race, is costly in terms of age, ethnicity, or sexual orientation. However, workers’ compensation here is what you can do: and lost productivity. Employees: The health problems experienced by victims of Regain control by: bullying result in a sense • Recognizing that you are being bullied; of helplessness and negative emotional states • Realizing that you are NOT the source of the among employee(s). Low problem; and self-esteem and a negative organizational • Recognizing that bullying is about control, climate suppress and therefore has nothing to do with your creativity and hamper performance. employees’ abilities to respond to difficult situations or challenging Take action by: goals. • Keeping a diary detailing the nature of the The breakdown of trust in a bullying bullying (e.g., dates, times, places, what was environment may mean that employees will fail said or done and who was present); and to contribute their best work, do not give extra ideas for improvement, do not provide feedback • Obtaining copies of harassing / bullying on failures and may be less honest about paper trails; hold onto copies of documents performance. that contradict the bully’s accusations against you (e.g., time sheets, audit reports, etc.). BULLYING IS DIFFERENT FROM Other actions: HARASSMENT • Expect the bully to deny and perhaps misconstrue your accusations; have a witness Harassment is defined as differential treatment with you during any meetings with the bully; because of age, sex, race, religion, national report the behavior to an appropriate person. origin, or disability. If you believe that you are being harassed for one of the above reasons, you • Contact the Washington State Employee should immediately contact the Washington Assistance Program, State Human Rights Commission (1-800-233- (http://www.dop.wa.gov/Employees/Employ 3247, http://www.hum.wa.gov). eeAssistanceProgram/) for guidance on dealing with the issue. Bullying, on the other hand, is often directed at someone a bully feels threatened by. The target often doesn’t even realize when they are being 3 Employers: See the example Workplace Bullying Policy at the end of this document. • Create a zero tolerance anti-bullying policy. This policy should be part of the wider commitment to a safe and healthful working environment and should involve the appropriate Human Resources representative; • When witnessed or reported, the bullying behavior should be addressed IMMEDIATELY; • If bullying is entrenched in the organization, complaints need to be taken seriously and investigated promptly. Reassignment of those involved may be necessary (with an “innocent until proven guilty” approach); • Structure the work environment to incorporate a sense of autonomy, individual challenge/mastery, and clarity of task expectations for employees – Include employees in decision-making processes; OTHER RESOURCES & CONTACTS: • Hold awareness campaigns for EVERYONE The Washington State Employee Assistance on what bullying is. Encourage reporting; Program (http://www.dop.wa.gov/Employees/ EmployeeAssistanceProgram/) has • Ensure management has an active part in the representatives that are available to help with staff they supervise, rather than being far personal or work-related problems that may be removed from them; impacting your work performance. EAP services are confidential, voluntary, free of charge, and • Encourage open door policies; accessible. Representatives in the Olympia area can be reached by phone at 360-753-3260. • Investigate the extent and nature of the problem. Conduct attitude surveys; The Australian government has put together a publication on “Advice to Supervisors on • Improve management’s ability and Bullying in the Workplace” that includes useful sensitivity towards dealing with and resources for employers, including a checklist to responding to conflicts; assess whether you have a bully-free workplace. Use this checklist to see whether you are being • Establish an independent contact for bullied or have a bullying workplace: employees (e.g., HR contact); and http://www.defence.gov.au/equity/issues/ • Have a demonstrated commitment “from the AdviceonBullying.doc top” about what is and is not acceptable behavior. 4 REFERENCES: • Keashly, L., & Harvey, S. (2005). Emotional Abuse in the Workplace. In S. Fox and P. E. The following websites/organizations have put Spector (Eds.) Counterproductive Work together valuable information that includes Behavior: Investigations of Actors and definitions and facts about bullying in the Targets (pp. 201-235), American workplace: Psychological Association: Washington, DC. • UK National Workplace Bullying Advice • Raynor, C., & Keashly, L. (2005). Bullying
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