Workplace Bullying

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Workplace Bullying

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Introduction

• Workplace bullying is the use of aggressive,
  intimidating, humiliating and demeaning language
  and actions against other people at the
  workplace. It is a deliberate tendency to inflict
  a psychological harm on the target individual by
  his co-worker or his senior at workplace.

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Typologies and perspectives in workplace bullying

• The first category is threatening the
  professional status of the target individual/
  group. This entails intimidation by use of
  disciplinary measures, failure to acknowledge the
  productivity of the target individual/group,
  humiliation in public, belittling one's opinions
  etc.

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Typologies and perspectives in workplace bullying

• The second perspective is overworking the target
  individual or group. This includes imposing undue
  pressure, unreasonable deadlines and disruptions
  to the target individuals/ groups.

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Typologies and perspectives in workplace bullying

• The third perspective is isolation. This may
  entail
• Withholding information,
• Excluding or ignoring the target individual/
  group,
• Social/ physical isolation,
• Preventing the target individual from accessing
  career development opportunities in the
  organization.

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Typologies and perspectives in workplace bullying

• The fourth bullying perspective is
  destabilization. This entails shifting
  performance goal posts, setting unreasonable
  performance goals to fail the target individual,
  failure to recognize/ acknowledge good work and
  allocation of meaningless duties to the target
  individual.

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Typologies and perspectives in workplace bullying

• Sexual harassment and gender based
  discrimination is also a common form of workplace
  bullying. The main targets of this form of
  bullying are female employees.

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Prevalence of Workplace Bullying

• Workplace bullying can be intra-gender or
  extra-gender.
• The former involves bullying practices between
  people of the same sex while the latter involves
  people of the opposite sex.

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Prevalence of Workplace Bullying

• Intra-gender bullying is a common case involving
  senior employees and their subordinates.
• It often stems from a bad social or professional
  relationship in which the powerful ventures to
  frustrate the powerless.

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Prevalence of Workplace Bullying

• Extra-gender bullying is often characterized by
  sexual discrimination and molestation of the
  target individuals/ groups.

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Prevalence of Workplace Bullying

• North America has been the front-runner in
  championing workplace equality and elimination of
  gender based discrimination. Despite this
  concerted efforts, workplace bullying remains
  rampant in Canada and the United States.

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Prevalence of Workplace Bullying

• The case of gender based workplace bullying is
  also an issue of concern in Asian countries. Many
  Korean companies discriminate employment and
  promotion of women into managerial position based
  on a cultural prejudice that women are less
  productive when compared to men.

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Prevalence of Workplace Bullying

• Another common phenomena that illustrate
  workplace bullying is the treatment of women in
  the military. Many countries exclude women in
  military occupations because of the prejudice
  that they lack physical strength and emotional
  endurance demanded in the occupation.

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Management of Workplace Bullying

• There is a need for the affected group to put in
  more concerted efforts to alleviate their plight.
• They should urge organizational management to
  employ human resource management policies and
  practices that promote equality and alleviate
  bullying/ mistreatment at workplaces.

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Intervention and Diagnosis

• The affected group should report cases of
  workplace bullying to the organizational
  management. In return, the management should
  employ a human resource management policy that
  mitigates discrimination, harassment and
  bullying.

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Intervention and Diagnosis

• The first employment policy is diversity
  expansion. Organizations should implement gender/
  cultural diversity and equal opportunity for all
  members based of their performance capabilities.

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Intervention and Diagnosis

• The second policy is driving gender sensitivity.
  All organizational employees should be trained on
  the importance of respecting each other
  irrespective of gender and cultural differences.

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Intervention and Diagnosis

• The third policy is undertaking a cultural audit
  to expose the cultural and gender-based
  adversities. The policy should mitigate all
  reported cases of workplace bullying and other
  forms of discrimination.

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Intervention and Diagnosis

• Lastly, the organizations should employ a HR
  policy that seeks to leverage cultural and gender
  diversity to enhance high performance.
• People should be trained on the importance of
  accommodating each other in a bid to foster
  required motivation for high performance.

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Intervention and Diagnosis

• Lastly, the affected group should be trained on
  managing anger and frustrations born from
  workplace bullying and discrimination.
• This can only be achieved if the affected group
  is guaranteed of the organizational efforts to
  address discrimination and bullying.

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Conclusion

• Workplace bullying is identified as a form of
  discrimination in which the perpetrators use
  aggression behaviour to intimidate and demean
  their co-employees.
• The prevalence of gender-based discrimination and
  sexual harassment in organizations underscore
  that not much has been done to alleviate
  workplace bullying.
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