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BULLYING IN THE WORKPLACE

Alan K. Goodboy and Matthew M. Martin
“Bullying at work means harassing, offending, socially excluding
someone or negatively affecting someone’s work tasks. In order for
the label bullying (or mobbing) to be applied to a particular
activity, interaction or process it has to occur repeatedly and regularly
(e.g., weekly) and over a period of time (e.g., about six months).
Bullying is an escalate process in the course of which the person
confronted ends up in an inferior position and become the target of
systematic negative social acts”

(Einarsen, Hoel, Zapf, & Cooper, 2003, p. 15)
Another definition of workplace bullying

“Workplace bullying is a toxic combination of unrelenting
emotional abuse, social ostracism, interactional terrorizing, and
other destructive communication that erode organizational health
and damages employee well-being”

(Lutgen-Sandvik & Tracy, 2012, p. 5).
Questions to consider when classifying behavior as Bullying:

• Frequency – the negative behaviors must happen regularly (e.g., 2 times
  a week)
• Persistence – the negative behaviors must take place over time (e.g., six
  months or more)
• Escalation – do the negative behaviors increase in their intensity
• Hostility - the negative behaviors must be intentionally targeted to harm
  the other individual (physically, mentally, or organizationally)
• Power Imbalance – there is a perceived power differential between the
  parties above (this does not have to be status in the organization)
BULLYING CAN TAKE PLACE
   IN THE FOLLOWING RELATIONSHIPS:

 Supervisor-Subordinate

                           Subordinate-Supervisor

Customer/Client-Employee

                           Co-Worker-Co-Worker
Neither the Bully or the Target are viewed Positively

Bullies are viewed as narcissistic dictators, two-faced actors, and as
devil figures

Targets are viewed as vulnerable
children, slaves, prisoners, animals, heartbroken lovers

(Tracy, Lutgen-Sandvik, & Alberts, 2006)
Who is more likely to be a bully?

•   Males
•   People with high stress jobs
•   People who have been on the receiving end of bullying
•   People with job insecurity
•   People who have supervisors who are bullies
•   People who work in an culture where bullying is rewarded
•   People who lack interpersonal skills
Organizational Level Antecedents of Bullying

• Leadership and Management Styles (supervisors who are too
  authoritarian could use bullying behaviors while supervisors who
  are too passive might not intervene when bullying takes place
  under their watch)

• Organizational Climate (some organizations tend to be more
  negative, competitive, and abusive – bullying behaviors are
  common in healthcare and hospitality professions)
• Organizational Policies – (the clearer organizational policies are
  about what is considered bullying and the consequences of
  bullying, the less likely bullying takes place in the workplace)

• Organizational Situational Factors – (organizational
  restructuring, job insecurity, boring tasks, and high levels of
  competitiveness have all been linked to an increase in bullying
  behaviors)

(Samnani & Singh, 2012)
Other explanations for bullying in the workplace :

Disagreements       people display bullying behaviors in order to “win”
Authoritative       people use bullying behaviors as an abuse of power
Displaced           people bully a target due to overall stress in the
                    workplace
Discriminatory      people bully someone because that person is different
Organizational      people demonstrate bullying behavior because they
                    are oppressed and exploited

(Lutgen-Sandvik, Namie, & Namie, 2009)
Negative Acts Questionnaire – Revised is a 22-item measure that is
frequently used to look at Workplace Bullying and Destructive
Behaviors in the Workplace.

Purposely, none of the items reference bullying or harassment.

The NAQ-R covers three types of bullying: work-related, person-
related, and physical intimidation.
Sample Work-Related Items:

• Being exposed to an unimaginable workload

• Someone withholding information which affects your performance

• Having your opinions ignored

• Excessive monitoring of your work
Sample Person-Related Items:

• Being humiliated or ridiculed in connection with your work

• Spreading of gossip and rumours about you

• Being ignored or excluded

• Being ignored or facing a hostile reaction when you approach

• Being the subject of excessive teasing and sarcasm
Sample Physically Intimidating items:

• Being shouted at or being the target of spontaneous anger

• Intimidating behaviors such as finger-pointing, invasion of
  personal space, shoving, blocking your way

• Threats of violence or physical abuse or actual abuse
Einarsen, Hoel, & Notelaers (2009) found that all three types of
negative behaviors, work-related, person-related, and physically
intimidating were positively related to stress workload and stress with
colleagues and negatively related to organizational
climate, organizational satisfaction, and organizational commitment.
CYBERBULLYING
“Cyberbullying techniques use modern communication technology to
send derogatory or threatening messages directly to the victim or
indirectly to others, to forward personal and confidential
communication or images of the victim for others to see, and to
publicly post denigrating message”

(Privitera & Campbell, 2009).
• Cyberbullying is less common than bullying

• 50% of people have been cyberbullied at one time; 10% of people
  have been cyberbullied regularly

• For children, cyberbullying often substitutes for face-to-face
  bullying, but in the workplace, cyberbullying mostly coincides
  with face-to-face bullying
ANTI-BULLYING POLICIES
• Bullying behaviors need to be specifically identified

• Policies must be posted and available to all (public)

• Zero tolerance (rules must be enforced in a timely manner)

• Need commitment from the top levels of an organization

• Training about Bullying and it impact
• Repeat offenders need to face increased consequences

• No punishment or retribution for filing a charge of bullying

• Social support for targets

• Human Resource departments need to not protect bullies who are
  advantageous to the organization
Bullying is not an individual problem
in the workplace; bullying is an
organizational problem.
(Lutgen-Sandvik & Tracy, 2011)
REFERENCES
Cowan, R. L. (2012). It’s complicated: Defining workplace bullying from the human resource
professional’s perspective. Management Communication Quarterly, 26, 377-403.
Einarsen, S., Hoel, H., & Notelaers, G. (2009). Measuring exposure to bullying and harassment at
work: Validity, factor structure and psychometric properties of the Negative Acts Questionnaire-
Revised. Work & Stress, 23, 24-44.
Hauge, L. J., Skogstad, A., & Einarsen, S. (2009). Individual and situation predictors of workplace
bullying: Why do perpetrators engage in the bullying of others? Work & Stress, 23, 349-358.
Lutgen-Sandvik, P., & Fletcher, C. V. (2013). Conflict motivations and tactics of
targets, bystanders, and bullies: A thrice-told tale of workplace bullying. In J. G. Oetzel & S.
Ting-Toomey (Eds.), The SAGE handbook of conflict communication: Integrating
theory, research, & practice. Thousand Oaks, CA: SAGE Publications.
Lutgen-Sandvik, P., Namie, G., & Namie, R. (2009). Workplace bullying:
Causes, consequences, and corrections. In P. Lutgen-Sandvik & B. D. Sypher (Eds.), Destructive
organizational communication: Processes, consequences, and constructive ways of
organizing (pp. 27-52). New York: Routledge/Taylor & Francis.
Lutgen-Sandvik, P., & Tracy, S. J. (2012). Answering five key questions about workplace
bullying; How communication scholarship provides thought leadership for transforming abuse
at work. Management Communication Quarterly, 26, 3-47.
Privitera, C., & Campbell, M. A. (2009). Cyberbullying: The new face of workplace bullying?
Cyberpsychology & Behavior, 12, 395-400.
Samnani, A., & Singh, P. (2012). 20 years of workplace bullying research: A review of the
antecedents and consequences of bullying in the workplace. Aggression and Violent
Behavior, 17, 581-589.
Spector, P. E., & Fox, S. (2005). The Stressor-Emotion Model of counterproductive work
behavior. In S. Fox & P. E. Spector (Eds.), Counterproductive behavior: Investigations of actors
and targets (pp. 151-174). Washington, D.C.: APA.
Tracy, S. J., Lutgen-Sandvik, P., & Alberts, J. K. (2006). Nightmares, demons, and slaves:
Exploring the painful metaphors of workplace bullying. Management Communication
Quarterly, 20, 148-185.

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Bullying in the Workplace (#WVUCommMOOC)

  • 1. BULLYING IN THE WORKPLACE Alan K. Goodboy and Matthew M. Martin
  • 2. “Bullying at work means harassing, offending, socially excluding someone or negatively affecting someone’s work tasks. In order for the label bullying (or mobbing) to be applied to a particular activity, interaction or process it has to occur repeatedly and regularly (e.g., weekly) and over a period of time (e.g., about six months). Bullying is an escalate process in the course of which the person confronted ends up in an inferior position and become the target of systematic negative social acts” (Einarsen, Hoel, Zapf, & Cooper, 2003, p. 15)
  • 3. Another definition of workplace bullying “Workplace bullying is a toxic combination of unrelenting emotional abuse, social ostracism, interactional terrorizing, and other destructive communication that erode organizational health and damages employee well-being” (Lutgen-Sandvik & Tracy, 2012, p. 5).
  • 4. Questions to consider when classifying behavior as Bullying: • Frequency – the negative behaviors must happen regularly (e.g., 2 times a week) • Persistence – the negative behaviors must take place over time (e.g., six months or more) • Escalation – do the negative behaviors increase in their intensity • Hostility - the negative behaviors must be intentionally targeted to harm the other individual (physically, mentally, or organizationally) • Power Imbalance – there is a perceived power differential between the parties above (this does not have to be status in the organization)
  • 5. BULLYING CAN TAKE PLACE IN THE FOLLOWING RELATIONSHIPS: Supervisor-Subordinate Subordinate-Supervisor Customer/Client-Employee Co-Worker-Co-Worker
  • 6. Neither the Bully or the Target are viewed Positively Bullies are viewed as narcissistic dictators, two-faced actors, and as devil figures Targets are viewed as vulnerable children, slaves, prisoners, animals, heartbroken lovers (Tracy, Lutgen-Sandvik, & Alberts, 2006)
  • 7. Who is more likely to be a bully? • Males • People with high stress jobs • People who have been on the receiving end of bullying • People with job insecurity • People who have supervisors who are bullies • People who work in an culture where bullying is rewarded • People who lack interpersonal skills
  • 8. Organizational Level Antecedents of Bullying • Leadership and Management Styles (supervisors who are too authoritarian could use bullying behaviors while supervisors who are too passive might not intervene when bullying takes place under their watch) • Organizational Climate (some organizations tend to be more negative, competitive, and abusive – bullying behaviors are common in healthcare and hospitality professions)
  • 9. • Organizational Policies – (the clearer organizational policies are about what is considered bullying and the consequences of bullying, the less likely bullying takes place in the workplace) • Organizational Situational Factors – (organizational restructuring, job insecurity, boring tasks, and high levels of competitiveness have all been linked to an increase in bullying behaviors) (Samnani & Singh, 2012)
  • 10. Other explanations for bullying in the workplace : Disagreements people display bullying behaviors in order to “win” Authoritative people use bullying behaviors as an abuse of power Displaced people bully a target due to overall stress in the workplace Discriminatory people bully someone because that person is different Organizational people demonstrate bullying behavior because they are oppressed and exploited (Lutgen-Sandvik, Namie, & Namie, 2009)
  • 11. Negative Acts Questionnaire – Revised is a 22-item measure that is frequently used to look at Workplace Bullying and Destructive Behaviors in the Workplace. Purposely, none of the items reference bullying or harassment. The NAQ-R covers three types of bullying: work-related, person- related, and physical intimidation.
  • 12. Sample Work-Related Items: • Being exposed to an unimaginable workload • Someone withholding information which affects your performance • Having your opinions ignored • Excessive monitoring of your work
  • 13. Sample Person-Related Items: • Being humiliated or ridiculed in connection with your work • Spreading of gossip and rumours about you • Being ignored or excluded • Being ignored or facing a hostile reaction when you approach • Being the subject of excessive teasing and sarcasm
  • 14. Sample Physically Intimidating items: • Being shouted at or being the target of spontaneous anger • Intimidating behaviors such as finger-pointing, invasion of personal space, shoving, blocking your way • Threats of violence or physical abuse or actual abuse
  • 15. Einarsen, Hoel, & Notelaers (2009) found that all three types of negative behaviors, work-related, person-related, and physically intimidating were positively related to stress workload and stress with colleagues and negatively related to organizational climate, organizational satisfaction, and organizational commitment.
  • 16. CYBERBULLYING “Cyberbullying techniques use modern communication technology to send derogatory or threatening messages directly to the victim or indirectly to others, to forward personal and confidential communication or images of the victim for others to see, and to publicly post denigrating message” (Privitera & Campbell, 2009).
  • 17. • Cyberbullying is less common than bullying • 50% of people have been cyberbullied at one time; 10% of people have been cyberbullied regularly • For children, cyberbullying often substitutes for face-to-face bullying, but in the workplace, cyberbullying mostly coincides with face-to-face bullying
  • 18. ANTI-BULLYING POLICIES • Bullying behaviors need to be specifically identified • Policies must be posted and available to all (public) • Zero tolerance (rules must be enforced in a timely manner) • Need commitment from the top levels of an organization • Training about Bullying and it impact
  • 19. • Repeat offenders need to face increased consequences • No punishment or retribution for filing a charge of bullying • Social support for targets • Human Resource departments need to not protect bullies who are advantageous to the organization
  • 20. Bullying is not an individual problem in the workplace; bullying is an organizational problem. (Lutgen-Sandvik & Tracy, 2011)
  • 21. REFERENCES Cowan, R. L. (2012). It’s complicated: Defining workplace bullying from the human resource professional’s perspective. Management Communication Quarterly, 26, 377-403. Einarsen, S., Hoel, H., & Notelaers, G. (2009). Measuring exposure to bullying and harassment at work: Validity, factor structure and psychometric properties of the Negative Acts Questionnaire- Revised. Work & Stress, 23, 24-44. Hauge, L. J., Skogstad, A., & Einarsen, S. (2009). Individual and situation predictors of workplace bullying: Why do perpetrators engage in the bullying of others? Work & Stress, 23, 349-358. Lutgen-Sandvik, P., & Fletcher, C. V. (2013). Conflict motivations and tactics of targets, bystanders, and bullies: A thrice-told tale of workplace bullying. In J. G. Oetzel & S. Ting-Toomey (Eds.), The SAGE handbook of conflict communication: Integrating theory, research, & practice. Thousand Oaks, CA: SAGE Publications. Lutgen-Sandvik, P., Namie, G., & Namie, R. (2009). Workplace bullying: Causes, consequences, and corrections. In P. Lutgen-Sandvik & B. D. Sypher (Eds.), Destructive organizational communication: Processes, consequences, and constructive ways of organizing (pp. 27-52). New York: Routledge/Taylor & Francis.
  • 22. Lutgen-Sandvik, P., & Tracy, S. J. (2012). Answering five key questions about workplace bullying; How communication scholarship provides thought leadership for transforming abuse at work. Management Communication Quarterly, 26, 3-47. Privitera, C., & Campbell, M. A. (2009). Cyberbullying: The new face of workplace bullying? Cyberpsychology & Behavior, 12, 395-400. Samnani, A., & Singh, P. (2012). 20 years of workplace bullying research: A review of the antecedents and consequences of bullying in the workplace. Aggression and Violent Behavior, 17, 581-589. Spector, P. E., & Fox, S. (2005). The Stressor-Emotion Model of counterproductive work behavior. In S. Fox & P. E. Spector (Eds.), Counterproductive behavior: Investigations of actors and targets (pp. 151-174). Washington, D.C.: APA. Tracy, S. J., Lutgen-Sandvik, P., & Alberts, J. K. (2006). Nightmares, demons, and slaves: Exploring the painful metaphors of workplace bullying. Management Communication Quarterly, 20, 148-185.