Bullying in the workplace

1
Bullying in the Workplace
Marielke Pritchard and Sophie Pritchard
2
Overview

• Introduction
• What is and isnt Workplace Bullying?
• The Scale and Costs of Workplace Bullying
• The Consequences of Workplace Bullying
• Scenario
• Method and Results
• Model and Formulation
• Alternative Formulation
• Interventions
• Evaluation
• Viability
• Summary

3
What is isnt Workplace Bullying?

• Group Brainstorming Session

4
Operational Definition

• Repeated and persistent negative acts towards
  one or more individual(s), which involve a
  perceived power imbalance and create a hostile
  work environment.
• (Salin, 2003, p.1214).
• The frequency and duration is the key to
  bullying. Typically, single, isolated negative
  acts are not considered bullying.

5
The Scale Cost of Workplace Bullying

• March 2004 DTI announced 1m funding for
  workplace bullying project with Amicus trade
  union. (The Guardian Newspaper, March 2004).
• 1 in 4 people are bullied at work (Hoel Cooper,
  2000).
• 77 reported witnessing bullying at work (Rayner
  Cooper, 1997).
• Workplace bullying costs economy 4bn a year.
  (The Guardian Newspaper, March 2004).

6
Consequences of Workplace Bullying - Individual
Costs

• Destruction of self confidence/self esteem
  (Beasley Rayner 1997)
• Feelings of shame/damage to identity (Lewis 2004)
• Increased stress and stress related illness (Hoel
  Cooper 2000)
• Suicide and premature death (Leymann 1992d)
• Violation of psychological contract
• Decreased job satisfaction, performance and
  motivation (Turney 2002)
• Ripple effect (Beasley Rayner 1997)

7
Consequences of Workplace Bullying -
Organisational Costs

• Workplace bullying leads to 18 million lost
  working days per year (Hazards Magazine issue 70)
• Increased turnover (Keashly Jagatic 2003)
• Increased cost of recruitment and training
• Low workforce morale (Rayner Hoel 1997)
• Decreased productivity and performance (Field
  2001)
• Decreased employee commitment (Hoel et al 2003)
• Potential litigation (Earnshaw and Cooper 1996)
• Adverse media attention, negative impact on
  corporate image

8
Scenario

• Pritchard Pritchard Consultancy were approached
  by Shropshire County Council LEA and the
  principal of Oswestry College of Further
  Education, Ms. Hill.
• Following a poor OFSTED inspection report, from
  this previously high performing college, there
  were concerns about teacher motivation and
  performance.
• Training in time management and interpersonal
  skills was requested for all employees by the LEA
  representative and the College Principal.

9
Methodology

• Interviews - use of rep grids
• Sickness absence records
• Turnover figures
• Disciplinary Grievance procedures and records
• Provided
• Context History Systems
• Meaning to the individuals
• Assumptions
• Language utilised

10
Results of Analysis

• Historic data revealed decreased performance
  corresponded with hire of new Principal
• Principal - Scientific Management assumption
• Employees uneasy about authoritarian leadership
  style
• Principal ignored the concerns of employees and
  rejected criticism from experienced staff.
• Abdication of responsibility by Principal
• Fear of Principal by some employees
• One individual being particularly targeted

11
Assumption

• From our evidence gathering and analysis
• Not a simply a performance issue
• Existence of a bullying culture apparent
• This has negative effects on motivation and
  performance

12
Model (Salin 2003)
13
Formulation

• Our formulation is based on the assumption that a
  bullying culture exists.
• Formulation
• Bullying is not just an individual level issue
• It is also an organisational level issue

14
Alternative Formulation

• The dysfunctional individual
• A bully is someone who has failed to resolve
  childhood issues successfully, (Thylefors 1987).
  
• However, it is argued that the classic
  psychopathic bully is very rare (Rayner Hoel
  1997).
• Fails to consider the wider context.

15
Interventions

• The interventions flow from our formulation that
  
• Bullying, rather than being solely an individual
  issue, is primarily an organisational problem.
• Therefore, intervention is required at two
  levels
• Organisational Level
• Individual Level

16
Interventions

• Overall Aim
• Through employee participation..
• to develop an organisation wide anti-bullying
  culture in which workplace intimidation and abuse
  are not allowed to flourish

17
Interventions Organisational Level

• Intervention
• Bullying Education Workshops
• Attitude Survey
• Creation of Anti-bullying policy
• High profile with visible sponsorship of
  initiative from above
• Induction for all new employees
• Highlight the strong anti-bullying culture
  socialisation process
• Training Workshops
• e.g. bullying awareness, assertiveness and
  interpersonal skills
• Active rollout of anti-bullying policy to all
  existing employees

18
Interventions Organisational Level

• Intervention
• Selection and Assessment
• Introduction of Behaviour Description Interviews
  for selection
• Performance Review
• Introduction of regular 360 degree performance
  appraisals
• Counselling
• Impartial contact and EAP assistance

19
Interventions Individual Level

• Intervention
• Coaching
• For those identified as bullies
• For those at risk of becoming bullies
• Source Hazards Magazine, issue 70
• http//stream.servstream.com/ViewWeb/BBC_Worldwide
  _General/File/LSCP_128k_3.asf?Media5936

20
Evaluation

• Attitude survey at T1 and T2
• Maintenance of detailed absence and turnover
  records
• Introduction of exit interviews for all employees
• Employee appraisals

21
Viability

• Interventions take place on inset days
• Low monetary expense relative to the costs of
  allowing bullying to continue
• Labelled as failing institute
• Loss of human capital
• Increased use of supply teachers

22
Summary

• Workplace bullying is widespread
• Consequences are costly for both the individuals
  involved and for the wider organisation
• Workplace bullying should be viewed as an
  organisational problem, not just an individual
  problem
• Therefore, the interventions need to be targeted
  at both the individual and organisational level

23

• Questions?

24
References

• Armenakis, A.A., Harris, S.G., Mossholder, K.W.
  (1993). Creating readiness for organizational
  change. Human Relations, 46(6), 681-703
• Beasley, J. Rayner, C. (1997). Bully at Work
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• Church, A.H. Waclawski, J. (2001). A Five
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  MultiSource Feedback System. Consulting
  Psychology Journal Practice and Research, 53
  (2), 82-95.
• Davidoff, F. (2002). Shame the elephant in the
  room. British Medical Journal, 324, 623-624.
• Earnshaw, J Cooper, C.L. (1996). Employers
  liability for workforce stress. PD. London
• Field, T. (2001). Workplace Bullying. Retrieved
  on 25th January 2005 from http//www.bullyonline.o
  rg.
• Field, T. (2002). Staffroom bullying. Retrieved
  on 24th January 2005, from http//www.tes.co.uk/st
  ory/?story_id365418window_typeprint
• Guardian Newspaper. (March 24th 2004). Hewitt
  acts to stop workplace bullying, Sarah Hall,.
  Retrieved on 24th January 2005 from
  http//politics.guardian.co.uk/unions/story/0,1218
  9,1176621,00.html
• Hazards Magazine (issue 70). Retrieved on 24th
  January 2005, from http//www.tuc.org.uk/h_and_s/i
  ndex.cfm?mins30.

25
References Cont..

• Haslam, S.A. (2004). Psychology in Organizations
  The Social Identity Approach. (Second Edition).
  London. Sage Publications.
• Hoel, H. Cooper, C.L. (2000). Destructive
  conflict and bullying at work. Manchester School
  of Management, University of Manchester Institute
  of Science and Technology. As cited in Salin,
  2003 and Field, 2001.
• Hoel, H. Salin, D. (2003). Organisational
  antecedents of workplace bullying. In S.
  Einarsen, H. Hoel, D. Zapf C. Cooper (Eds).
  Bullying and emotional abuse in the workplace
  International perspectives in research and
  practice. London. Taylor and Francis.
• Huffcutt, A.I., Weekley, J.A., Wiesner, W.H.,
  Groot, T.G. and Jones, C. (2001). Comparison of
  situational and behaviour description interview
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• Keashly, L. Jagatic, K. (2003). By another
  name American perspectives on workplace
  bullying. In S. Einarsen, H. Hoel, D. Zapf C.
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• Korsgaard, M.A. (1996). The impact of
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• Lewis, D. (2004). Bullying at work the impact of
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• Lewis, M. (1992). Shame, the Exposed Self. New
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26
References Cont..

• Leymann, H. (1992d). Psyiatriska problem vid
  vuxenmobbning. Derapport 3, Arbetarskyddsyrelsen,
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• Millward, L.J. (2005-in press), Understanding
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• OMoore, M., Seigne, E., McGuire, L. Smith, M.
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• Rayner, C and Cooper, C. (1997). Title unknown.
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• Salin, D. (2003). Ways of explaining workplace
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References Cont..

• Tehrani, N. (2003). Counselling and
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• Turney, L. (2002). Mental Health and workplace
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