Workplace bullying impacts one in 10 employees, leading to substantial financial losses for employers worldwide due to increased rates of absenteeism, stress-related leave, and decreased productivity.
In response to this pervasive issue, a team of Australian researchers has created a scientifically validated tool designed to identify the root causes of workplace bullying. This tool highlights nine critical risk factors inherent within everyday organisational practices, thereby proactively shifting companies’ responsibility to tackle the issue.
The groundbreaking findings were detailed in a recent Journal of Occupational Health Psychology publication. The research was led by Professor Michelle Tuckey of the University of South Australia, alongside her colleagues from the Centre for Workplace Excellence, the University of Queensland, and Auburn University in the USA. Their method involved a thorough analysis of 342 genuine bullying complaints submitted to SafeWork SA, with 60% of these complaints originating from female employees. The sectors with the most complaints included health and community services, property and business services, and retail. This investigation into the complaints highlighted specific organisational practices that increase the risk of workplace bullying.
Professor Tuckey pointed out that management style significantly influences the prevalence of bullying in the workplace. The way work performance is managed, working hours and entitlements are coordinated, and workplace relationships are formed are crucial areas needing attention.
The research suggests that bullying is not merely a problem of individual behaviour but indicative of deeper structural issues within organisations. To address this, the research team developed a screening tool, which has been successfully tested in a hospital environment. This tool can predict bullying risks at both individual and team levels, thereby highlighting potential threats to employees’ psychological well-being.
Current approaches to tackling workplace bullying, such as the implementation of anti-bullying policies, awareness training, and complaint investigation procedures, often miss the mark by focusing solely on interpersonal behaviours, neglecting the structural dynamics of the workplace.
The consequences of workplace bullying are severe, affecting not just the mental health of employees but also the overall functionality of organisations. Symptoms can range from mental distress and post-traumatic stress disorder to emotional burnout, reduced job satisfaction, high turnover rates, diminished productivity, sleep disturbances, and even an increased risk of suicide.
Professor Tuckey emphasises that for bullying to be effectively prevented, organisations must actively identify and mitigate underlying risks, similar to other systematic risk management efforts. Through such proactive measures, an organisation can prosper and create a healthy, supportive workplace environment.
More information: Michelle Tuckey et al, Workplace Bullying as an Organizational Problem:
Spotlight on People Management Practices, Journal of Occupational Health Psychology. DOI: 10.1037/ocp0000335
Journal information: Journal of Occupational Health Psychology Provided by University of South Australia