*** This is a guest article by Hazel Mawdsley.

‘Bullying’ is a term often applied to many types of inappropriate behavior. In a workplace setting ‘bullying’ (alternatively referred to as workplace aggression or harassment) can be hard to define. The context is all important. Behavior which may be seen as harmless, bonding banter in one workplace may be felt as a humiliating and isolating experience in another. However, there is general agreement amongst researchers of workplace bullying that it involves four key characteristics.

photo by DonBaird

Workplace aggression involves some form of negative behavior on the part of the perpetrator. Only rarely does this manifest itself as actual or threatened physical harm. More typically, bullying takes the form of verbal abuse or more ‘subtle’ acts which rob individuals of the ability to perform their jobs effectively and of their dignity. Withholding information which affects an individual’s performance, having opinions ignored and being exposed to unmanageable workloads are some frequently experienced examples.

Second, researchers agree that bullying is not a ‘one-off’ event but a relentless and persistent pattern of negative behavior.

Researchers also agree that workplace harassment only occurs between parties of equal power. Victims of bullying are not in a position to defend themselves. In the UK bullying is typically a ‘top down’ phenomenon, where superiors bully subordinates. However, the inequality may be informal such as membership of a clique, where bullying occurs between peers.

Finally, bullying has a detrimental impact on the recipient. It erodes a person’s self-worth and gives rise to a range of physiological and psychological ailments. The Chartered Management Institute (2005) reported that bullying accounted for one third to a half of all stress-related illness. Some researchers have even found Post Traumatic Stress Disorder symptoms in targets of workplace aggression.

CONSEQUENCES

The adverse consequences of workplace bullying extend beyond the target to the wider organization. The costs of litigation, settlements and damaged reputations are just the start. Bullying is associated with higher absenteeism and staff turnover and lowered productivity of victims, perpetrators, witnesses, managers and investigators. The Chartered Management Institute (2005) estimated that £12.8 million working days are lost to stress.

Despite its destructive effects, harassment is prevalent in British workplaces. The DTI Fair Treatment at Work (2005) survey found 3.8% of respondents – representing about one million employees – had experienced bullying within a two year period. The existence of workplace bullying has been borne out by the perceptions of non-bullied colleagues in a number of studies.

AND CAUSES

It is therefore important to understand the causes of workplace aggression. Much research has been devoted to the role of personality and/or organizational factors in triggering bullying. Scandinavian research suggests that whilst a ‘victim personality’ may account for a minority of cases, it does not explain most reports of bullying. However, the working environment appears to be a significant factor. The struggle for ever greater profits and efficiency; unchallenging work; unclear roles; a lack of control over one’s work; unsupportive colleagues and weak leadership have all been associated with bullying. Managers tend to adopt a non-interventionist approach towards claims of bullying.

In a recent court case (Helen Green v Deutsche Bank) Helen Green was awarded considerable damages after it was held that her employers did not take reasonable steps to protect her from bullying by colleagues, despite being aware of the situation. This is consistent with the Chartered Management Institute (2005) survey which found that 60% of managers had received no training in how to tackle bullying. A picture is emerging of a need to develop strategies for preventing and intervening in incidents of workplace bullying to make our workplaces fairer and more productive places.

Hazel Mawdsley is researching the role of trade unions in addressing workplace bullying for her PhD at the Glamorgan Business School. The School is launching a new research centre for workplace behaviours in 2008 under the directorship of Professor Duncan Lewis and Professor Michael Sheehan who have established an international reputation in researching workplace bullying.