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Presented by Group E:
Charlotte Baker, Janice Battinelli, Laycee Gaul,
Crystal Haines, Carlyle Morel, Cladise
Slaughter, A...
 What is workplace bullying?
 How does workplace bullying occur?
 What motivates the bully?
 What types of people are ...
What is
Workplace
Bullying?
 Too complex to have a universal
definition
 Repeated stress inducing
actions toward another...
 Spreading malicious rumors, gossiping
 Undermining or intentionally impeding
another’s work
 Blame or unwarranted crit...
 A strict supervisor
 Consequences for poor work
performance
 Warranted demotion, discipline,
counseling, or termination
How Does
Workplace
Bullying
Happen?
 Ignorance of the issue
 Bully supported
through action or
inaction of management
 ...
How Do Targets Handle Bullying?
 Targets accept the bullying
behavior as part of employment
 Victims fear retribution or...
Bullies work to
psychologically &
systematically wear the
target down to:
 Ensure own job
security
 Further own career
...
Personal prejudices harbored against others
Prevent advancement opportunities for target
Create a scapegoat for workpla...
Top-down:
 managers and supervisors
who bully subordinates
Horizontal:
 peers who bully co-workers
in similar job positi...
 Perceived as threat to job
security or advancement
 Negative interpersonal
relationships or role
conflicts
 High risk ...
The following chart denotes the percentages of:
 men bullying men
 women bullying women,
 men bullying women
 women bu...
Effects of Bullying on the Victim
 Stress & job dissatisfaction
 High absenteeism
 Hyper-vigilance
 Psychological and
...
Suicide:
50% of surveyed individuals
reported contemplating
suicide; 20% later succeeded
Victims of bullying are three
tim...
“Bystander effect" - the idea that observers stand by,
unwilling to assist someone in need of help
• 12% of observers repo...
Fear of becoming targeted
causes observers to join
forces with the bully,
resulting in mobbing.
“Workplace mobbing” is
an ...
Billions of dollars lost
worldwide each year
due to:
High employee turnover
Decreased productivity
Low job satisfaction...
Improved staff satisfaction, retention
 Enhanced reputation for the business
 Creates a culture of professionals, role ...
0
10
20
30
40
50
60
70
80
% employee
turnover
% employees
reporting
chronic stress
% employees
seeking work
eleswhere
% em...
Employees:
NEVER become a bully under any circumstances
Recognize when you are being bullied, realize it is
not your fau...
Employers:
 Provide conferences or workshops to educate
and empower
 Create & enforce a zero tolerance anti-bullying
pol...
Employers must establish and enforce strict guidelines
 Have employees submit a signed statement
regarding commitment to ...
Three levels of intervention for bullies, victims,
and observers:
 Informal Intervention: conduct interviews to discuss
e...
Employers can support victims, observers,
and bullies by:
 Offering healthcare support, evaluation,
treatment plans & wel...
 Recognize and report Workplace bullying when it
occurs
 Help educate others and create awareness
 Volunteer to help th...
Recent recognition of the problem and
increasing awareness are improving the future
outlook of this issue.
 Companies wor...
“As a victim who was fired for being a victim, I am
absolutely incensed at the injustice and inhumanity of
executives and ...
 Workplace bullying is a serious, yet preventable,
problem that results in harmful effects victims,
witnesses and busines...
Abel, C. (2010). The effects of bullying for victims: What are the effects of
bullying? Retrieved from, web site:
http://d...
Branch, S., Ramsay, S., & Barker, M. (2007). Managers in the firing line:
Contributing factors to workplace bullying by st...
Einarsen, S., Matthiesen, S., & Mikkelsen, E. (2002). Vienna papers and abstracts.
Retrieved July 9, 2011, from European A...
Ortega, A., Høgh, A., & Pejtersen, J. J. (2008). Prevalence of workplace bullying
and risk groups: a representative popula...
Zapf, D. (1999). Organizational, work group related and personal causes of
mobbing/bullying at work. International Journal...
Workplacebullying
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Workplacebullying

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Work Place Bullying

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Workplacebullying

  1. 1. Presented by Group E: Charlotte Baker, Janice Battinelli, Laycee Gaul, Crystal Haines, Carlyle Morel, Cladise Slaughter, Ashley Teyechea, & David Woods Social Responsibility SOCI 4080-10 Instructor: Professor Ginger Devine
  2. 2.  What is workplace bullying?  How does workplace bullying occur?  What motivates the bully?  What types of people are at risk for becoming targeted?  What are its effects on victims, observers, & businesses?  What can be done about it?  How can social change agents help combat the problem?
  3. 3. What is Workplace Bullying?  Too complex to have a universal definition  Repeated stress inducing actions toward another  Passive, active, overt, or covert actions that intimidate, degrade, humiliate, or undermine another  Creates feeling of defenselessness
  4. 4.  Spreading malicious rumors, gossiping  Undermining or intentionally impeding another’s work  Blame or unwarranted criticism without factual justification  Exclusion, social isolation  Excessive monitoring, micromanaging, unwarranted punishment  Blocking training, leave or promotion
  5. 5.  A strict supervisor  Consequences for poor work performance  Warranted demotion, discipline, counseling, or termination
  6. 6. How Does Workplace Bullying Happen?  Ignorance of the issue  Bully supported through action or inaction of management  Stressed employees taking frustrations out on others  No system of reporting or protection for victims  Lack of recognition and anti-bullying laws worldwide
  7. 7. How Do Targets Handle Bullying?  Targets accept the bullying behavior as part of employment  Victims fear retribution or losing position for making waves  75% of victims end bullying behavior only by leaving the company entirely
  8. 8. Bullies work to psychologically & systematically wear the target down to:  Ensure own job security  Further own career  Exert or gain a sense of power  Instill fear in the target or observers Work Environments Can Perpetuate Bullying
  9. 9. Personal prejudices harbored against others Prevent advancement opportunities for target Create a scapegoat for workplace stressors such as company downsizing, unreasonable work demands or work overload Create social isolation for target
  10. 10. Top-down:  managers and supervisors who bully subordinates Horizontal:  peers who bully co-workers in similar job positions Bottom-up:  workers who bully supervisors or managers
  11. 11.  Perceived as threat to job security or advancement  Negative interpersonal relationships or role conflicts  High risk job sectors or level of employment  Viewed as weak or easy to victimize Diversity Issues:  Race, culture, ethnicity, national origin, religion  Age, gender, personality traits, physical characteristics  Sexual orientation, gender identification
  12. 12. The following chart denotes the percentages of:  men bullying men  women bullying women,  men bullying women  women bullying men
  13. 13. Effects of Bullying on the Victim  Stress & job dissatisfaction  High absenteeism  Hyper-vigilance  Psychological and psychosocial distress  Job loss 3.6% 9.8% 14.6 % 22.6 % 49.4 % Under 1 month 1-3 Months 3-6 Months 6-12 Minths Over one year
  14. 14. Suicide: 50% of surveyed individuals reported contemplating suicide; 20% later succeeded Victims of bullying are three times more likely to experience depression than the average individual The impact of bullying on victims has been found to correlate with the diagnostic criteria of Post-Traumatic Stress Disorder and anxiety Workplace Bullying has devastating effects on the target!
  15. 15. “Bystander effect" - the idea that observers stand by, unwilling to assist someone in need of help • 12% of observers report that they have witnessed bullying • Bystanders fear that the workplace bully will turn on them In order for bystanders to feel comfortable enough to intervene, they need to know they can do something about it. Witnesses need to feel empowered and supported when they report bullying behavior.
  16. 16. Fear of becoming targeted causes observers to join forces with the bully, resulting in mobbing. “Workplace mobbing” is an issue in which a group of people gang up on a target without retribution for their actions.
  17. 17. Billions of dollars lost worldwide each year due to: High employee turnover Decreased productivity Low job satisfaction High absenteeism Use of work computers & technology extends behavior into cyberspace, sullying business reputation
  18. 18. Improved staff satisfaction, retention  Enhanced reputation for the business  Creates a culture of professionals, role models  Improves work safety, quality  Greater staff willingness to report  Reduced liability, risk management  A more civil, productive, desirable workplace
  19. 19. 0 10 20 30 40 50 60 70 80 % employee turnover % employees reporting chronic stress % employees seeking work eleswhere % employees who would recommend as a good place to work % employee satisfaction APA's 2010 PHWA award winners U.S. Average 19% Difference 13% Difference 8% Difference 32% Difference 11% Difference Psychologically healthy workplaces have lower turnover, less stress & higher job satisfaction Sources: American Psychological Association, U.S. Dept. of Labor Bureau of labor statistics, 2009
  20. 20. Employees: NEVER become a bully under any circumstances Recognize when you are being bullied, realize it is not your fault Alert management immediately Ask witnesses to testify that they observed bullying
  21. 21. Employers:  Provide conferences or workshops to educate and empower  Create & enforce a zero tolerance anti-bullying policy  Determine & enforce possible courses of action for bullying behaviors  Promote & endorse anti-bullying legislation
  22. 22. Employers must establish and enforce strict guidelines  Have employees submit a signed statement regarding commitment to abide by conduct rules  Encourage reporting  Have focus groups to “conduct surveys” to be analyzed regularly
  23. 23. Three levels of intervention for bullies, victims, and observers:  Informal Intervention: conduct interviews to discuss events, listen to responses, get perspectives of all people involved  Awareness Intervention: Compilation and divulge complaints from data in a supportive manner to raise awareness  Authority Intervention: specify behaviors that need improvement, give timeline to improve behavior
  24. 24. Employers can support victims, observers, and bullies by:  Offering healthcare support, evaluation, treatment plans & wellness programs  Providing training on professional behavior  Participating in the recovery of those who experienced or witnessed disruptive bullying behavior
  25. 25.  Recognize and report Workplace bullying when it occurs  Help educate others and create awareness  Volunteer to help the State Coordinators enact the Healthy Workplace Bill  Become a citizen lobbyist or state coordinator  Assist employers in creating a anti-bullying policy  Endorse the Healthy Workplace Bill: http://www.healthyworkplacebill.org/
  26. 26. Recent recognition of the problem and increasing awareness are improving the future outlook of this issue.  Companies worldwide are establishing annual training courses and codes of conduct regarding workplace bullying  A safe and comfortable work environment where all employees feel secure and able to be productive is the ultimate goal  5-10 years will likely not see the eradication of this issue, however, each individual commitment can contribute to overall social change
  27. 27. “As a victim who was fired for being a victim, I am absolutely incensed at the injustice and inhumanity of executives and managers who let this continue! As a victim who has suffered many of the debilitating symptoms of bullying, I am sickened by the hypocrisy of company "codes of ethics and conduct". Signed, a victim
  28. 28.  Workplace bullying is a serious, yet preventable, problem that results in harmful effects victims, witnesses and businesses alike  There are currently few laws against workplace bullying but companies and individuals choosing to take a stand can have a huge impact and work toward its elimination
  29. 29. Abel, C. (2010). The effects of bullying for victims: What are the effects of bullying? Retrieved from, web site: http://dealingwithbullies.org/the-effects- of-bullying-for-victims American College Personnel (2011). College Student Educators International, in collaboration with the U.S. Partnership for Education for Sustainable Development: Sustainability Resources and Publications; Change agent abilities required to help create a sustainable future. Retrieved June 30, 2011 from, web site: http://www.acpa.nche.edu/task- force/sustainability/ Bond, S., Dollard, M., & Tuckey, M. (2010). Psychosocial safety climate, workplace bullying, and symptoms of posttraumatic stress. Organization Development Journal, 28(1), 37-56. Retrieved from: http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=2010-2 3921-004
  30. 30. Branch, S., Ramsay, S., & Barker, M. (2007). Managers in the firing line: Contributing factors to workplace bullying by staff –an interview study. Journal of Management & Organization 13, 264-281. Retrieved June 15, 2011, from: Behavioral Studies and Psychology, 566PsycINFO, EbscoHost. Bulutlar, F., & Oz, E. (2009). The effects of ethical climates on bullying behavior in the workplace. Journal of Business Ethics, 86(3), 273- 295. doi:10.1007/s10551-008-9847-4 David-Ferdon, C., Hertz, M. (2008). Electronic media and youth violence: A CDC issue brief for educators and caregivers. Retrieved July 9, 2011, from Center for Disease Contorl: http://www.cdc.gov/violenceprevention/pdf/EA-brief-a.pdf Dieter, Z, Gross, G. (2001). Conflict escalation and coping with workplace bullying: A replication and extension. European Journal of Work and Organizational Psychology, 10(4).497-522. Retrieve June 15, 2011, From Behavioral Studies and Psychology, PsycINFO, EbscoHost.
  31. 31. Einarsen, S., Matthiesen, S., & Mikkelsen, E. (2002). Vienna papers and abstracts. Retrieved July 9, 2011, from European Academy of Occupational Health Psychology, Conference proceedings of the EAOHP: http://eaohp.org/Documents/Vienna%20papers%20and%20abstracts.pdf Hauge, L., Skogstad, A., & Einarsen, S. (2009). Individual and situational predictors of workplace bullying: Why do perpetrators engage in the bullying of others? Work & Stress, 23(4), 349-358. doi:10.1080/02678370903395568 Keashly, L. (2010). A Researcher Speaks to Ombudsmen about Workplace Bullying. Journal of the International Ombudsman Association, 3(2), 10-22. Retrieved from: http://www.ombudsassociation.org/sites/default/files/JIOAVo lume3No2October2010Final.pdf Kilburg, R. R. (2009). Sadomasochism, human aggression, and the problem of workplace mobbing and bullying: A commentary. Consulting Psychology Journal: Practice and Research, 61(3), 268-275. doi:10.1037/a0016935
  32. 32. Ortega, A., Høgh, A., & Pejtersen, J. J. (2008). Prevalence of workplace bullying and risk groups: a representative population study. International Archives of Occupational and Environmental Health, 82(3), 417–426. doi: 10.1007/s00420-008-0339-8 Saunders, P., Huynh, A., & Goodman-Delahunty, J. (2007). Defining workplace bullying behavior: professional, lay definitions of workplace bullying. University of New South Wales. Retrieved June 17, 2011 from: http://www.sciencedirect.com.ezp.waldenulibrary.org/science/articl e/pii/S0160252707000465 Washington State Department of Labor & Industries (2011). SHARP-Research for Safe Work; Workplace bullying and disruptive behavior: What everyone needs to know. Retrieved June 19, 2011 from: web site: http://www.lni.wa.gov/safety/research/files/bullying.pdf Workplace Bullying Institute (2010, 2011). Statistics; How bullying happens. Retrieved on June 17, 2011 from http://www.workplacebullying.org/targets/problem/why-bullies- bully.html
  33. 33. Zapf, D. (1999). Organizational, work group related and personal causes of mobbing/bullying at work. International Journal of Manpower, 20 (1/2), 70.

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