Marielke Pritchard and Sophie Pritchard

Bullying in the Workplace

Overview Introduction

What is and isn’t 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

What is & isn’t Workplace Bullying?

Group Brainstorming Session

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.

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).

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)

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

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.

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

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’

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

Model (Salin 2003)

Enabling structures and processes• Perceived power imbalance• Low perceived costs• Dissatisfaction/Frustration

Motivating structures and processes• Internal competition• Reward system• Bureaucracy

Precipitating processes• Restructuring• Organisational change• Change in management

Bullying possible and more likely

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

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.

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

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

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

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

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?Media=5936

Perpetrator of bullying

80%

20%

Manager

Non Manager

Evaluation

Attitude survey at T1 and T2

Maintenance of detailed absence and turnover records

Introduction of exit interviews for all employees

Employee appraisals

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

Summary Workplace bullying is widespread

Consequences are costly for both the individual’s 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

Questions?

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: After Andrea Adams. Journal of Community & Applied Social Psychology, 7, 177-180.

Church, A.H. & Waclawski, J. (2001). A Five Phase Framework for Designing a Successful 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.org.

Field, T. (2002). Staffroom bullying. Retrieved on 24th January 2005, from http://www.tes.co.uk/story/?story_id=365418&window_type=print

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/0,12189,1176621,00.html

Hazards Magazine (issue 70). Retrieved on 24th January 2005, from http://www.tuc.org.uk/h_and_s/index.cfm?mins=30.

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 questions for higher-level positions. Personnel Psychology, 54 (3), 1-20.

Keashly, L. & Jagatic, K. (2003). By another name: American perspectives on 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.

Korsgaard, M.A. (1996). The impact of self-appraisals on reactions to feedback from others: The role of self-enhancement and self-consistency concerns. Journal of Organizational Behaviour, 17(4), 301-311.

Lewis, D. (2004). Bullying at work: the impact of shame among university and college lecturers. British Journal of Guidance & Counselling, 32(3), 281-299.

Lewis, M. (1992). Shame, the Exposed Self. New York: The Free Press. As cited in Lewis, 2004.

References Cont..

Leymann, H. (1992d). Psyiatriska problem vid vuxenmobbning. Derapport 3, Arbetarskyddsyrelsen, Stockholm. As cited in Rayner and Hoel, 1997.

Niendenthal, P.M., Cantor, N., & Kihlstrom, J.K. (1985). Prototype matching: A strategy for social decision-making. Journal of Personality and Social Psychology, 48(3), 575-584.

Millward, L.J. (2005-in press), Understanding Occupational and Organizational Psychology. London: Sage Publications Ltd.

O’Moore, M., Seigne, E., McGuire, L. & Smith, M. Victims of bullying at work in Ireland. Journal of Occupational Health and Safety, Australia and New Zealand, 14(6), 568-574.

Porras, J. & Silvers, R. 1991. Organizational development and transformation. Annual Review of Psychology, 42: 51-78.

Rayner, C and Cooper, C. (1997). Title unknown. Leadership Organisation Development Journal, Issue unknown, 211-214. As cited by www.workbullying.co.uk/employerind.html. Retrieved on 24th January 2005.

Rayner, C. & Hoel, H. (1997). A summary review of literature relating to workplace bullying. Journal of Community & Applied Social Psychology, 7, 181-191.

Salin, D. (2003). Ways of explaining workplace bullying: A review of enabling, motivating and precipitating structures and processes in the work environment. Human Relations, 56(10), 1213-1232.

Slessenger, N. (2004). Bullying must be tackled at the outset, not just ignored. Personnel Today, 13 April 2004, p16.

References Cont.. Tehrani, N. (2003). Counselling and rehabilitating employees involved with bullying. In: Einarsen, S., Hoel, H.,

Zapf, D. & Cooper, C.L. (Eds.), Bullying and Emotional Abuse in the Workplace: International Perspectives in Research and Practice. London: Taylor & Francis.

Thylefors, I. (1987). Syndebokar. Om utstotning och Mobbning I Arbetslivet. Natur og Kulture, Stockholm. As cited in Rayner and Hoel, 1997.

Turney, L. (2002). Mental Health and workplace bullying: the role of power, professions and ‘on the job’ training. In: Morrow, L., Verins, I. & Willis, E. (Eds), Mental Health and Work: Issues and Perspectives (pp. 135-148). Ausienet: The Australian Network for Promotion, Prevention and Early Intervention for Mental Health. As cited in Lewis, 2004.