By Elsie Duell
Workplace bullying has become more and more of an issue in organizations, companies, and even government especially in our current climate of economic despair where jobs are few, and unemployment is high. It is the new face of discrimination. Employees can easily be viewed as a dime-a-dozen by employers who are not interested in developing a healthy constructive workforce, but are more interested in wielding power. Also, workplace bullying thrives in an organization where management skills to lead and manage people are grossly lacking, and management’s philosophy is “do it or else.”
The cost of workplace bullying to an organization can be attributed to the loss of productivity, revenue, and profits due to employee absences, staff turnover, litigation fees, workers’ compensation, and counseling costs (Georgakopoulos, Wilkin, and Kent, 2011; Bond, Tuckey, & Dollard, 2010). However, workplace bullying in a non-profit government agency based on the salary and benefits for a middle manager costs taxpayers $581 for every day of work missed or $73 for every hour of work missed.
Homicide, suicide, and other health-related conditions brought on by constant exposure to stress such as cardiovascular disease, musculoskeletal disorders, psychological disorders, cancer, ulcers, and impaired immune functions are physical and mental effects of workplace bullying (Workplace Violence, 2001). Destruction of moral fabric, office culture, and employee morale are other negative effects of workplace bullying. However, in spite of the cost and negative effects of workplace bullying, the problem continues to grow and go unresolved. In the absence of a legal remedy in the U.S., “companies will continue the status quo until mandated to change” (Georgakopoulos, Wilkin, and Kent, 2011).
Workplace bullying has been defined as persistent attempts to annoy, wear down, frustrate, or elicit a reaction from another and a gradual wearing-down process that makes individuals feel demeaned and inadequate and that they can never get anything right; they feel incompetent, not only at work but at home (Kumar, Jain, and Kumar, 2012). Workplace bullying has also been identified as psychological terror involving hostile and unethical communication, psychological violence, or abuse that is persistently and continuously repeated over time, harassing, offending, socially excluding someone, or negatively affecting someone’s work (Georgakopoulos, A., Wilkin, L., & Kent, B. (2011).
Behavior associated with workplace bullying include belittling and humiliating a target, spreading rumors, libels, ignoring opinions, teasing/insolence, and undesired sexual approaches. It is treatment that persistently provokes, pressures, frightens, intimidates, or otherwise discomforts another person (Baillien, E., Neyens, I., De Witte, H., & De Cuyper, N., 2009). The behavior is considered bullying when the duration is six months or more, and the frequency averages to twice every week.
Downward bullying (managers/supervisors who bully subordinates) is most prevalent 80% of the time; women are more targeted, and it is three times more prevalent than illegal and discriminatory harassment (Namie and Namie, 2009). Michigan is one of the few states that is not actively pursuing a Healthy Workplace Bill (HWB). Further, “The U.S. is the last of the western democracies to introduce a law forbidding bullying-like conduct in the workplace. Scandinavian nations have explicit anti-bullying laws (since 1994). Many of the European Union (EU) nations have substantially more legal employee protections, which compel employers to prevent or correct bullying” (Retrieved from http://www.healthyworkplacebill.org/international.php).
As a result, within state government, workplace bullying is rampant with no end in sight. State employees are forced to produce compelling tangible evidence of the covert actions of their skillful bullying managers, an untenable task. Their only resolve is to kowtow to the abuse (being thankful to have a job) or leave (try to find a new job in a state with one of the highest unemployment rates in the union). Is this an organization that YOU would want to work for?
Throughout my career, I have observed people try to serve at the highest level possible the citizens of this great state by continuing to pursue education that will equip them for managing and leading our present and future workforce. However, in spite of their pursuit for more education, knowledge and excellent skills in order to deliver their highest level of service possible to the state of Michigan, their employer targets them weekly with bullying behavior.
Some have attempted to pursue the proper channels for relief, to only be advised by their human resources office that they should fly below radar until they can find a new job or become eligible to retire because these directors are probably not going to change especially since they are not doing anything illegal. However, State employees come to work to contribute their best efforts to the mission of the agency, to transform the current environment to one where employees become “lean thinking” with an attitude of process improvement hoping management will water their talents with appreciation not reprimands. Employees want to be treated as professionals and colleagues, not children that must be watched and not trusted. And this new working environment would become the brand of State government, the badge of honor, and the prevailing corporate culture of Michigan.
Leaders would be hired as department and agency directors for their knowledge of how to lead. These leaders would have degrees in leadership, not simply promoted through the ranks as hard workers. These leaders in turn would hire skilled managers with degrees in management and experience in getting work done through people. The focus would first be on developing leaders and managers who understand how to manage people and develop a dedicated and skilled workforce.
We currently have a level of managers and directors who have had successful careers in project management or task-oriented projects. However, the small print on their resumes for how they were able to successfully manage projects and people states “by any means necessary.” The casualties of their success are employees tormented and bullied who are now off on stress leave while taxpayers are getting nothing for their money.
I would like to call attention to this destructive phenomenon and began to put in place a solution for Michigan. I believe that once Michigan government embrace the concept of a healthy workplace free of bullying and enact legislation protecting state employees, that state employees will respond in a positive way to serving the citizens of this state. I believe that the incidences of stress leave will decrease, services to the public will increase in volume (because employees will be at work to do the work), customer service will improve (because employees will enjoy working), processes will improve (because employees would be mission-focused when they feel appreciated), and employee morale will skyrocket.
So how do we get there? By spreading the word to all State employees that Workplace Bullying is NOT okay, by explicitly describing the behaviors associated with Workplace Bullying, and by providing the definition of WorkPlace Bullying so that there is no doubt in anyone’s mind whether they are being bullied or not.
Awareness is the first step.
References
Bond, S. A., Tuckey, M. R., & Dollard, M. F. (2010). Psychosocial safety climate, workplace bullying, and symptoms of posttraumatic stress. Organization Development Journal, 28(1), 37.
Baillien, E., Neyens, I., DeWitte, Hans, & DeCuyper, N. (2009). Journal of Community & Applied Social Psychology, 19, 1-16.
Georgakopoulos, A., Wilkin, L., & Kent, B. (2011). Workplace bullying: a complex problem in contemporary organizations. International Journal of Business and Social Science, 2(3), 1-20.
Kumar, G., Jain, A., & Kumar, B. (2012). Bullying in the workplace: recognition and management. The Obstetricians and Gynecologists, MacIntosh, J., O’Donnell, S., Wuest, J. & Merritt-Gray, M. (2011). How workplace bullying changes how women promote their health. International Journal of Workplace Health Management, 4(1).
Namie, G., & Namie, R. (2009). U.S. workplace bullying: some basic considerations and consultation interventions. Consulting Psychology Journal, 61(3), 202–219.
Workplace Violence: A report to the nation. (2001). The National Institute for Occupational Safety and Health (DHHS [NIOSH] Publication No. 99-101). Retrieved fromhttp://www.cdc.gov/niosh/docs/99-101/
This article was printed in the July 26, 2015 – August 8, 2015 edition.
