Bullying and Emotional Abuse in the Workplace - Essay Example

? Bullying Bullying Workplace bullying is the use of unreasonable, aggressive and persistent behavior by a group of people or an individual to intimidate, humiliate or demean a colleague, especially a subordinate, leading to safety and health risks (Gary & Ruth, 2009). The bullying is usually in the form of physical abuse or coercion, verbal threat and harassment. Victims are targeted based on their race, ability, sexuality, gender or religion. Workplace bullying is compounded by the fact that it is perpetrated by leaders in some situations and occurs within environments governed by policies and rules established for the workplace. Although the UK does not have legal definitions of bullying under their current law, some states in the US have laws that address it, and categorize it into three fundamental types. They are physical, verbal and emotional. According to the US legal system, bullying cultures develop in all contexts where human beings interact ranging from the workplace, family, school to social gatherings. Bullies are inclined towards negativity, and workplace bullies are likely to have been poor academic performers in school. They feel negatively toward themselves and have difficulties solving problems with others. Most of them come from backgrounds characterized by poor parenting and conflict within the family. At the workplace, bullying can take place in the simple one on one form or the more complex type where the key bully has accomplices willing to frustrate co-workers. This paper will discuss the health, legal and social consequences employees and their organizations may face in the event that bullying takes place in the workplace. A workplace’s culture is reflected in its beliefs and values, and what the management accepts as normal behavior. Positive and ethical cultures promote the adoption of appropriate behavior and mutual respect among co-workers. On the other hand, when the management condones inappropriate attitudes and behaviors, majority of the employees will assume bullying to be a normal trend (Haight, 2005). A survey established that bullying at the workplace is driven by varying factors and, ironically, 57 percent of co-workers in the US have a tendency of being hostile and unsupportive to the already bullied colleague. An individual may use his position of authority or physical dominance to harass those he perceives as weaker. Based purely on their perception of weakness, they frustrate the efforts of their colleagues, who in turn end up performing dismally. To deal with their own inadequacies, low self esteem and personal grudges, bullies usually put down others by sabotaging their reputation or projects they are working on. This not only demoralizes the victim, but harms the company’s schedules by unnecessary delays and incurring expenses. One may also fall victim to others who view them as threats to their position or employment as a whole. In such cases, the bully spends so much time on efforts to tarnish the achievements of their perceived enemy at the expense of productive company work, hence, wasting innovation. Many workplace bullying victims suffer post traumatic stress disorder. This is so because they have found a passion and self-identity in their work, yet a bully is using the same work to pull them down. When prolonged, it causes panic attacks, loss of concentration, depression, insecurity and stress breakdown. The victims are prone to become overly sensitive, hyper vigilant and irritable with mood swings. In the end, they rely on alcohol, nicotine or caffeine to calm down. A study conducted by a doctor in the UK revealed that 20 percent of co-workers who witnessed a colleague being bullied or suffer the consequences of bullying were also affected and opted to change jobs (Einarsen et al, 2003). 98 percent of those who stayed on were distressed. The overall effect observed on such workers was lack of productivity. They caused more accidents, were often absent, handled customers poorly, exhibited no motivation and forced the company to incur more costs on employee assistance programs. The effects of bullying at the workplace can be emphasized if viewed from a different angle. It must be understood that it is not only an individual who suffers as a victim; rather, the entire workforce is set to lose, including the perpetrators. This is supported by the fact that 30 percent of absenteeism is related to stress suffered as a consequence of bullying. Therefore, if promotion decisions within the organization are also influenced by absence levels occasioned by sickness, bullying will greatly ruin individuals’ careers. Furthermore, if bullying cases are not resolved within the organization level and a victim has to seek help from an industrial tribunal, the media will certainly learn of it (Kohut, 2008). The effect of negative publicity an organization can get if the media reports such cases cannot be underestimated. A considerable number of clients will certainly abandon them; there will be high rates of unplanned employee turnover, not to mention the legal fees that will accompany court proceedings and the possible compensation they may have to pay the victim. With a high turnover of employees, the organization will have to frequently spend heavily on hiring and training replacement staff, which they might also soon lose to the competition because bullying is still being practiced. Eventually, it becomes difficult altogether to hire new staff because the organization’s negative publicity discourages applicants. In conclusion, with the occurrence of workplace bullying being four times higher than illegal discrimination, its effects are far reaching. It is not only detrimental to the health of the workforce, but also to the productivity, reputation and profitability of the organization as well. For the employers, it is in their best interest to instill a culture that does not undermine the self esteem and confidence of the workforce. Otherwise, the organization risks adverse legal, health and social repercussions. The organization may find itself up against costly claims and litigation for disabilities related to bullied and stressed employees, loss of business to the competition, negative public image and the uphill task of redeeming its corporate status. Rather than face the costly difficulties of correcting the consequences, the organization can include anti-bullying clauses in their policy, which employees are made aware of from the day they are hired (Kohut, 2008). Existing employees can also be counseled and trained on how to conduct themselves and interact with colleagues. References Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (2003). Bullying and emotional abuse in the workplace: International perspectives in research and practice. London: Taylor & Francis. Gary, N., & Ruth, N. (2009). The bully at work. New York Routledge. Haight, M. (2005). Dysfunctional, disrespectful, dishonest little dictators. New Jersey: Worded Write Publishing. Kohut, M. (2008). The complete guide to understanding, controlling, and stopping bullies & bullying at work: A complete guide for managers, supervisors, and so-workers. New Jersey: Prentice. Read More