1. Introduction
Workplace bullying has emerged as a significant occupational hazard that not only undermines individual well-being but also disrupts organisational productivity and workplace harmony. Defined as repeated, health-harming mistreatment of one or more persons by one or more perpetrators, bullying involves behaviours such as verbal abuse, offensive conduct/behaviours (including nonverbal), and work interference (Namie & Namie, 2009). These behaviours compromise the psychosocial safety climate of organisations and hinder the creation of a conducive working environment.
2. Nature and Forms of Workplace Bullying
Workplace bullying can be overt (e.g., shouting, humiliation) or covert (e.g., exclusion, spreading rumours). It may include:
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Personal attacks: ridiculing, name-calling, or constant criticism.
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Work-related bullying: unjustified blame, unreasonable deadlines, or withholding information (Einarsen et al., 2020).
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Social exclusion: ostracising individuals from work-related events or team discussions.
According to Einarsen, Hoel, Zapf, and Cooper (2011), bullying differs from mere conflict due to its repetitive nature and the power imbalance between the perpetrator and the target.
3. Impact on a Conducive Working Environment
3.1. Psychological Impact on Employees
Workplace bullying leads to stress, anxiety, depression, and even post-traumatic stress disorder (PTSD) among victims (Nielsen & Einarsen, 2012). These psychological outcomes reduce employee morale, motivation, and job satisfaction (Salin, 2003), which are vital for a conducive work environment.
3.2. Organisational Consequences
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Reduced Productivity: Targets of bullying are less likely to engage in creative or proactive work behaviour (D’Cruz & Noronha, 2014).
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Increased Turnover: High rates of absenteeism and turnover have been linked to hostile workplace climates (Hoel et al., 2003).
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Poor Team Cohesion: Bullying erodes trust and collaboration within teams, thereby harming interpersonal relationships and organisational culture (Rayner & Cooper, 1997).
3.3. Legal and Ethical Implications
Bullying can expose organisations to legal liabilities under occupational health and safety laws and anti-discrimination legislation. In jurisdictions like the UK and Australia, employers have a duty of care to prevent harassment (ACAS, 2014; Safe Work Australia, 2020).
4. Theoretical Perspectives
4.1. Social Learning Theory
According to Bandura’s (1977) social learning theory, bullying behaviours may be learned and reinforced in environments where such conduct is rewarded or left unchallenged, making it systemic.
4.2. Organisational Climate Theory
A toxic organisational climate lacking in psychological safety can foster bullying (Kuenzi & Schminke, 2009). Leaders who fail to address such issues create a permissive environment that enables perpetrators.
5. Preventive and Interventional Measures
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Policy Implementation: Organisations must develop clear anti-bullying policies (Cowie et al., 2002).
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Training and Awareness: Regular training on respectful workplace behaviour and bystander intervention is essential.
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Leadership Role: Transformational leadership has been linked with lower incidences of workplace bullying (Skogstad et al., 2007).
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Employee Assistance Programs: Providing counselling and mental health support fosters resilience and recovery among victims.
6. Conclusion
Workplace bullying significantly hinders the creation of a conducive work environment by damaging employee well-being, reducing organisational effectiveness, and fostering a culture of fear and distrust. Addressing this issue requires a multifaceted approach involving policy, leadership, training, and a strong ethical framework to cultivate a psychologically safe and respectful work climate.
7. References
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ACAS. (2014). Bullying and harassment at work: A guide for employees. Advisory, Conciliation and Arbitration Service.
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Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice Hall.
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Cowie, H., Naylor, P., Rivers, I., Smith, P. K., & Pereira, B. (2002). Measuring workplace bullying. Aggressive Behavior, 28(2), 81–97.
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D'Cruz, P., & Noronha, E. (2014). Workplace bullying in the global South. Routledge.
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Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (2011). Bullying and harassment in the workplace: Developments in theory, research, and practice (2nd ed.). CRC Press.
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Einarsen, S. V., Skogstad, A., Rørvik, E., Lande, Å. B., & Nielsen, M. B. (2020). Climate for conflict management, exposure to workplace bullying and work engagement: A moderated mediation analysis. The International Journal of Human Resource Management, 31(17), 2167–2196.
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Hoel, H., Einarsen, S., & Cooper, C. L. (2003). Organizational effects of bullying. In Bullying and Emotional Abuse in the Workplace (pp. 145–161). CRC Press.
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Kuenzi, M., & Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed research agenda for the organizational work climate literature. Journal of Management, 35(3), 634–717.
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Namie, G., & Namie, R. (2009). The bully at work: What you can do to stop the hurt and reclaim your dignity on the job (2nd ed.). Sourcebooks.
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Nielsen, M. B., & Einarsen, S. (2012). Outcomes of exposure to workplace bullying: A meta-analytic review. Work & Stress, 26(4), 309–332.
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Rayner, C., & Cooper, C. L. (1997). Workplace bullying: Myth or reality—Can we afford to ignore it? Leadership & Organization Development Journal, 18(4), 211–214.
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Safe Work Australia. (2020). Preventing workplace bullying. www.safeworkaustralia.gov.au
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Salin, D. (2003). Ways of explaining workplace bullying: A review of enabling, motivating, and precipitating structures and processes in the work environment. Human Relations, 56(10), 1213–1232.
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Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S., & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80–92.
