Impacts of workplace bullying
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The document discusses workplace bullying, its impacts, and strategies for addressing it. It defines bullying as repeated less favorable treatment that intimidates, offends, degrades or humiliates others. Bullying can negatively impact productivity, morale, and staff turnover and retention. It is associated with increased absenteeism, mental health issues, and physical health complaints for those bullied. Effective strategies include having clear policies against bullying, leadership commitment, counseling, and relationship management to promote positive interactions and prevent issues from escalating.
Impacts of workplace bullying
- 1. The Impacts of WORKPLACE BULLYING Sharlene Chadwick Knowledge Series| 28 May 2013 | Sydney Australasian College of Health Service Management
- 2. Workplace Bullying • Repeated less favourable treatment of a person by another or others in the workplace. • May be considered to be unreasonable and inappropriate workplace practices. • It includes behaviours which intimidate, offend, degrade or humiliate others.
- 3. Use power attributed to status, skills or position Both men and women can be involved Can occur between workersmanagers; managers-supervisors; co-workers
- 4. Bullying behaviours  Learned from our interactions and experiences  Relationship issue therefore needs a relationship solution  Complex social issue requires integrated response
- 5. Types Face to face (direct) Covert (indirect) Cyberbullying
- 6. Share with a partner  Have you ever been bullied?  Have you ever bullied another?  Have you witnessed bullying behaviours in the workplace?  What is the difference between bullying behaviours and performance management?
- 7. Bullying or performance management constant fault finding and criticism being shouted at in front of others refusal to acknowledge an employee and their contributions and achievements being isolated and separated from colleagues, overruled, ignored or sidelined being patronised in front of others
- 8.  Abusive, insulting or offensive language, texts and emails  Unreasonable timeframes or constantly changing deadlines  Undue criticism   Excluding, isolating or marginalising Setting tasks not suitable to level of competence  Withholding vital information   Unreasonably overloading with work or not providing enough work Denying access to information or resources   Unreasonable treatment in accessing entitlements Spreading misinformation or malicious rumours  Changing work arrangements
- 9. Statistics and facts 1:5 workers bullied each week FREE ACCESS 2.5mil experienced workplace harassment 50% 25% are bystanders, witness bullying bullied in previous 6 months 22% 74% resigned rather than reporting bullied at some time in the workplace
- 10. Impacts productivity decreases morale poor amongst staff increases in staff absenteeism increases in staff turnover financial legal costs, worker’s compensation or management time
- 11. Issues for people online  Cyberbullying  Selfies  Digital reputation  Digital citizenship
- 12. bystander >  Increased use of tobacco, alcohol and other drugs  Increase mental health problems – depression and anxiety  Miss or skip work or unexplained absences person bullying >  Abuse alcohol and other drugs  Instigate arguments and vandalise property person being bullied >  Depression and anxiety  Increased feeling of sadness and loneliness  Changes in sleep and eating patterns  Loss of interest in activities  Health complaints  Decreased achievement and motivation  Engage in early sexual activity  Criminal convictions and traffic offences  Abusive towards partners and children
- 13. Long term consequences  people who were bullied in childhood are 4 times more likely to have an anxiety disorder as adults  bullies who were also bullied are 14.5 times more likely to develop panic disorder as adults and 4.8 times more likely to experience depression  men who were both bullies and bullied were 18.5 times more likely to have had suicidal thoughts  women who were both bullies and bullied were 26.7 times more likely to develop agoraphobia  bullies who were not bullied were 4.1 times more likely to have anti-social personality disorder  boys who are bullies and bullied are likely to suffer from mental health issues when they reach adulthood (Bradshaw 2013 n:1420)
- 14. People who engage in bullying  Feel disconnected  Less friendly and cooperative  Level of peer acceptance but are disliked  High self esteem  Lower levels of empathy
- 15. People who are bullied  Feel disconnected  High levels of emotionality  Less well acceptance by peers  Low self esteem  Non assertive and socially withdraw  Lack confidence and skills in social interactions
- 16. Protective factors Social connectedness is particularly important for people in their workplace.
- 17. Increase the range of protective factors by: Teaching people social and emotional skills Develop empathy amongst people Fostering positive relationships with colleagues Encouraging reporting behaviour Teaching people knowledge and skills to deal with bullying behaviours
- 18. key factors identify issues early manage conflict before it escalates relationship manage
- 19. be a support > Showing them empathy, support and letting them know they’re not alone find a safe place be a role model > Bullying is not acceptable and we need to demonstrate positive ways of behaving and interacting with each other > Help the person move to a safe place where the bullying may stop report to a supervisor > Supervisors can intervene or stop it when it’s occurring or validate the person being bullied by listening don’t be a spectator > The behaviour is encouraged by an audience or laughing. Let the bully know what they are doing is not acceptable or condoned.
- 20. values Approaches method of shared concerned positive behaviour support intervention and prevention programs policies and procedures leadership committment restorative practices whole-systems redesign social interactions focus on wellbeing targeted support promote positive interactions culture and ethos strengths based
- 21. Approaches Engaging people in decision and projects making Enhancement of physical environment Professional development Counselling for individuals Work partnerships Positive and respectful relationships are maintained
- 22. Approaches Prevention to decrease the likelihood of bullying and conflict arising Response to ensure everyone in the organisation is responding in an appropriate way when they see bullying or conflict occurring Support and Review to support those who may be affected by workplace bullying and to take active steps to stop it occurring again
- 23. organisation’s stand > The organisation’s stand in relation to bullying behaviours rights and responsibilities> positive strategies > Positive strategies in place to counter bullying behaviours Staff, managers, supervisors. Including provision for technology. clear definition > A clear definition of bullying behaviours which is global rather than a list of specific behaviours procedures > Procedures in place for reporting and dealing confidentially with bullying incidents
- 24. Legal  Not unlawful under federal and state antidiscrimination legislation (unless based on age, sex, race or disability)  Occupational Health and Safety legislation – promote health and safety in the workplace  Industrial Awards  Fair Work Amendment Bill 2013  Australian Workplace Agreements  Certified Agreements  Common Law  Employers – need to eliminate or reduce risks to employee health and safety  Complaint procedures  Grievance procedures  Supervisors or managers  Unions  Organisations ie JobWatch
Editor's Notes
- #24: RespManagers/supervisorsEnsure all employees are aware of anti-bullying policy and proceduresEnsure any incidents of bullying is dealt with regardless of whether a complaint has been receivedProvided l’ship and rol modelling in appropriate professional b’iourRepond promptly, sensitively and confidentially to all situations when bb is observed or alleged to have occurredEmployeesBe familiar with and behave according to the policyIf witness, report to supervisor or HRWhere appropriate, speak to the person and object to their b’iour