Bullying in the workplace

from Irish Medical Times

Sadly, many children have had the happiest days of their lives blighted by the bully in the schoolyard. However, bullying is not merely the preserve of children. In fact, it is the source of significant mental stress and anxiety for a large number of adults. Nowhere is this more true than in the workplace.

Of course, a certain amount of conflict, disagreements and animated debates are part and parcel of any work environment. Bullying, however, refers to repeated abusive behaviour towards a colleague(s) over a period of time. It differs from normal conflict as it involves unfair and unethical behaviours that can cause significant harm to individuals and even the whole organization.

Moreover, bullying consists of negative and improper behaviour and actions — such as intimidation and insulting behaviour, abuse of power, unfair penal sanctions and so forth — and can be carried out by one or more people. Initially, the bullying might appear un-premeditated, be relatively infrequent and occur on an ad hoc basis. However, the risk exists that if this behaviour is not challenged, it can soon escalate, depending on the psychological state, inclination and motives of the persecutors.

Victim impact
A 2007 Samaritans report indicates that bullying is endemic in the Irish workplace with 86 per cent of respondents claiming to have experienced it: half had been bullied by their manager and 40 per cent by colleagues. Research shows that people bullied at work run an increased risk of suffering from a range of both physical and mental health problems, including cardiovascular ailments and depression.

A 1998 study by O’Moore et al revealed that 80 per cent of self-reported bullied workers in Ireland had suffered from psychological problems including, inter alia, depression, anxiety, stress, humiliation, vulnerability and paranoia.

Studies by Ratner in the UK calculated that almost 25 per cent of those who reported they were bullied subsequently quit their positions. Absenteeism was consistently higher amongst those bullied in the preceding six months.

They also had the worst health records and lowest productivity. There have even been claims that the prolonged negative stress from bullying might result in trauma with symptoms congruent to the diagnostic criteria for post-traumatic stress disorder (PTSD). To combat such mental health issues, it is crucial the victim realises they are not responsible for the bullying and that it has nothing to do with their work performance or professional expertise.

Victims of workplace bullying are generally in a ‘weaker’ position than their tormentor. They may be at a lower level in the organisation’s hierarchy or from a minority background.

Alternatively, they may feel physically and/or emotionally intimidated by their persecutor. The bullied victim may feel afraid to stand up to the perpetrator for fear of being subjected to greater abuse or even having their job security threatened.

If the victim finds it difficult to confront the bully head on, there may be other ways of asserting one’s rights. Sooner or later, though, the victim will probably be forced to face up to the bully at some level. It is essential the victim is not left to feel isolated and vulnerable at this time. The failure to confront bullying behaviour — either by the victim or organization — can enable and facilitate its continuance.

Record every incident
In order to properly present one’s case, it is imperative that individuals being bullied record every incident. The victim should note relevant facts such as the date, time, details and any other pertinent information, including any relevant gestures.

A well-documented list of incidents of harassment is critical should the victim decide to obtain redress through the legal system. The victim should recount the impact bullying has had on their workday and personal life so that this can be clearly understood.

It is important workers support colleagues who are being bullied. This is particularly true in situations where it can be complicated for the bullied individual to respond effectively to the perpetrator.

Workplace bullying can distress other work colleagues, potentially resulting in increased health risks, lower morale and a potential reduction in overall output and performance. The 2006 Chartered Institute of Personnel Development ‘Bullying at Work’ report (see www.cipd.co.uk) revealed that, on average, each incident of bullying was witnessed by at least five people. Consequently, some 73 per cent of colleagues experienced stress and psychological discomfort as a result.

It therefore makes sense, both ethically and professionally, to actively prevent or stop bullying. If you witness harassment or bullying, approach the victim and inform them of your support should they wish to take action to stop the harassment. You might also contact the bully and let them know how their actions are negatively affecting the victim and the general workforce.

While managers have a particular responsibility to protect their own staff from any kind of harassment, they have a duty to report any bullying they may witness in their organisation. Failure to do so may leave the respective manager vulnerable to being regarded as also culpable on account of their failure to intervene on behalf of the victim.

Combating bullying in the organization
To combat the mental stress and attendant negative health consequences caused by bullying in the workplace, both private and public sector organisations must promote a work environment that promotes mutual respect, acceptance of diversity and sensitivity to one’s colleagues.

Bullying should be explicitly proscribed and detailed measures put in place to ensure that, should it occur, it is effectively and expeditiously addressed.

Every organisation should develop clear anti-bullying policies, which will facilitate the prompt reporting and rapid resolution of any alleged incidents of harassment or bullying. It is essential this policy be clearly communicated to all staff members, whether through in-house information services, seminars or training courses. Furthermore, it is critical management demonstrates its full support and genuine commitment to a ‘bully-free’ work environment.

These policies should not merely consist of written rules and procedures but also establish an active anti-bullying structure. This should include an individual – or individuals depending on the organisation’s size – delegated to ensuring the effective and transparent implementation of the anti-bullying policy.

Management appointees responsible for handling bullying claims must provide a consistent and structured response in all cases. Support should include not only a standard, transparent and objective investigation process but also, where the bullying claim is proven, support for the victim.

Counselling for bullies
Although our first concern should be for the victim, the bully may frequently need attention and care as well. While many believe that bullies harass people as a result of their strong personalities, they are in fact often insecure in their own position or expertise. In certain instances, they may think such behaviour is demanded if they are to progress in the organization.

Therefore, where deemed necessary, counselling should be provided for the perpetrator to apprise them of the damage and mental distress they have caused the victim, to help them understand their behaviour and to desist from bullying in the future.

At the national level, the Irish government should promote a nationwide strategy to tackle bullying in the workplace. This approach would help reduce lost economic output, resulting from higher incidences of employee absenteeism, increased social welfare costs and the early retirement of productive personnel, due to the mental and emotional stress caused by bullying.

Resources
If you feel you are being bullied at work, visit the following link to assess your situation:

There are a list of resources and contact addresses available at the following Health and Standards Authority link: www.hsa.ie/eng/Topics/Bullying_at_work/are_you_being_bullied/

Ireland has a code of practice for employers and employees on the prevention and resolution of bullying at work, available here: www.hsa.ie/eng/publications_and_forms/publications/occupational_health/cop_bullying.pdf