The Australian Psychological Society defines workplace bullying as the experience of aggressive and negative behaviours towards one or more employees that results in a hostile work environment. To be classified as bullying, such negative acts must be regular (usually at least weekly) and persistent (continuing for a 6 month period or longer).
The Impact of Workplace Bullying on Employees and Organisations
The consequences of bullying for victims are significant, and can include absenteeism and early retirement from the workplace and much more serious mental health issues such as depression, anxiety, panic attacks and suicidal ideation.
A study undertaken by Dr Helena Cooper-Thomas, a senior lecturer in psychology at the University of Auckland has found that mere exposure to bullying as a witness or co-worker is also associated with negative outcomes for individuals and organisations. The study, involving over 1,700 workers across 36 organisations in New Zealand found that individuals who observe bullying, which was a staggering 10 percent of those surveyed, had lower well-being and negative perceptions of the work environment.
Research conducted in Australia by The Labour Council of New South Wales showed that the situation in Australia may be worse. Its survey of 840 workers found that 74 per cent of respondents had been the victims of workplace bullying and 56 per cent were aware of systemic bullying at their workplace.
Dr Cooper-Thomas’s study also found that the incidence of bullying was associated with leadership style and organisation culture. Those who experienced bullying were more likely to come from organisations with an inadequate leadership structure, relaxed management style and a lack of oversight. Whereas a positive work climate and constructive leadership can negate bullying.
Leadership and Organisational Culture as Key Factors
This indicates a need to focus on hiring and training practices to identify and/ or train organisational members to prevent bullying or minimise its impact. Most importantly, to hire appropriate managers or train existing managers in practices that will develop a positive workplace climate and influence workers to engage with others in a constructive manner. Further, to identify individuals most likely to bully others and either avoid hiring them or train them to ensure that these negative behaviours do not occur.
Focusing on managers initially is important because workers tend to be strongly influenced by the leadership style and character of those in charge. Poor leadership can lead to many negative outcomes for an organisation including disengagement and derailment. Positive leadership, alternatively, can inspire and transform organisations. So a good manager can turn around a negative work environment whereas a bad manager can ruin a good workplace or make a negative work environment worse.
RightPeople’s Risk Management Profile (RMP) Solution
RightPeople’s solution to a key part of this problem is the Risk Management Profile (RMP).
The RMP identifies behaviours and attitudes linked to the risk of bullying and harassment, including integrity, honesty, poor impulse control, stress tolerance, and conscientiousness. Combined with personality traits, these counterproductive workplace behaviours are strong predictors of how individuals act and interact daily.
Research shows that components of the RMP are closely associated with counterproductive behaviours such as intimidation, exploitation, bullying, harassment, and abuse (Dahling et al., 2009; Dingler-Duhon & Brown, 1987; Fehr et al., 1992).
Organisations can use the RMP for both employee selection and staff development. It helps spot potential “bad apples” before hiring or promotion. It also guides them toward training programs that teach more productive ways to handle workplace challenges.
Workplace bullying is a serious problem. Addressing the issue early can help safeguard your organisation. Contact us to find out more.
References
Dahling, J.J., Whitaker, B.G., & Levy, P.E. (2009). The development and validation of a new Machiavellianism Scale. Journal of Management, 35(2), 219-257.
Dingler-Duhon, M., & Brown, B.B. (1987). Self-disclosure as an influence strategy: effects of Machiavellianism, androgyny, and sex. Sex Roles, 16, 109-123.
Fehr, B., Samson, D., & Paulhus, D.L. (1992). The construct of Machiavellianism: twenty years later. In C. Spielberger & J. Butcher (Eds.), Advances in personality assessment Vol. 9 (pp. 77-116). Hillsdale, NJ: Lawrence Erlbaum
