Workplace bullying seldom gets the serious attention it deserves, as there is a tendency to assume that the complainers are merely disgruntled employees whining about authoritarian bosses.
However, bullying is more than an approach to management; it is behavior that is detrimental to the victims and operational efficiency. It is time to examine the nature of bullying, its impact, and how management should address it.
Bullying is a huge problem. According to research by Dr. Judy Blando of the University of Phoenix, almost 75 percent of those surveyed had been affected by bullying.
Understanding the scale of the problem requires redefining the term. Many people hear the word and think back to the playground, where the bullying took the form of overt violence and name-calling. It can be tempting to believe that bullies target the weak and diffident and that victims should “toughen up” lest they prove unsuitable for the cut and thrust of the workplace.
In fact, bullying is behavior that denigrates and wears down the victim to gain control. It often involves a subtle campaign, such as constant criticism, put-downs, and malicious gossip. That is because the perpetrators do not wish to place themselves at risk of disciplinary action by using overt bullying methods such as violence or threats. In such a way, bullies create plausible deniability; they can legitimize their behavior by disguising it as an attempt to discipline or motivate the victim for the organization’s overall benefit.
Secondly, bullying seldom targets the weak. Researchers at the Workplace Bullying Institute noted that workplace bullying often focuses on those who are perceived to be strong.
That is similar to playground bullying. Often, the bullies are insecure and, in many cases, are the victims of bullying themselves. Bullying can quickly become fixed in the culture of an organization, and as it grows prevalent, victims can often turn to bullying as a survival strategy.
Quite simply, bullying should not take place in the playground, let alone in organizations supposedly staffed by adults. For those unconcerned by the impact of bullying on the victims and who believe it is acceptable as part of a “hard” model of HR, it might be wise to digest the facts. Estimates include workplace bullying costing the US $64 billion annually. This figure includes staff turnover, absenteeism, and employee disengagement. What it does not add is the costs relating to resulting litigation and the damage to organizations’ brand image.
This cost should motivate the eradication of workplace bullying. Due to its insidious nature in infecting company culture, the best cure method is prevention. For this reason, organizations should have an explicitly communicated anti-bullying policy followed up with a transparent and fair procedure for investigating complaints and stiff sanctions for perpetrators.
Bullying can be indicative of a broader malaise; the link with the inherent insecurity of the perpetrators can point to issues with recruitment and selection. If people are recruited or promoted to jobs in danger of being perceived as incompetent, they may resort to bullying to cover their shortcomings.
Screening candidates for job suitability is vital, and organizations should use behavioral screening tests to prevent hiring potential bullies. By applying this policy without fear or favor, employers allow the competent and hard-working to progress.
Any business should ask itself whether it can afford to employ or tolerate workplace bullies. When putting aside the ethical considerations, the financial impact of bullying is a substantial reason to take it seriously. Personnel is a people matter, and people’s job satisfaction directly affects the bottom line. An organization that recognizes and recruits genuine talent has no reason to suffer a bullying problem. A bullying culture is almost impossible to eradicate once it becomes entrenched, so management should treat complaints with due seriousness, not only for the benefit of the victims but also for the organization’s health.
Before helming Perpetual Talent Solutions as President, Jim Hickey held several senior leadership roles in both sales and operations for two of the world’s largest Commercial Staffing organizations. Jim is a dedicated professional who has been formally recognized as a Staffing Industry Subject Matter Expert.