Bullying at the workplace - June 26, 2008

Bullying at the workplace is a reality that needs to be addressed by those who have responsibility for safeguarding the interests of workers. In my more than 35 years of management experience in different workplaces I have seen innumerable cases of bullying, and I am worried by the little sensitivity there is to this serious malady that could affect the efficiency of our businesses.

There are various definitions of what workplace bullying is. The one I like best is that by Canada's National Occupational Health and Safety Resources:

Bullying is usually seen as acts or verbal comments that could mentally hurt or isolate a person in the workplace. Bullying usually involves repeated incidents, or a pattern of behaviour, that is intended to intimidate, offend, degrade or humiliate a particular person. It has also been described as the assertion of power through aggression.

Bullying can happen at any level of an organisation and contrary to popular belief is as prevalent in office environments as it is in industrial set-ups. It is surprisingly often tolerated in highly competitive, result-driven fields. Research made in Canada indicates that 80 per cent of bullies are bosses, while a very small minority bully higher-ups.

In every workplace there will be differences of opinion, and sometimes even conflicts among workers. It is therefore important to define what bullying does not include.

There is an important distinction between strong management and bullying. Behaviour that is objective and intended to provide constructive feedback to an employee's performance is not usually considered as bullying. Reasonable action taken in a reasonable manner by a manager to transfer, demote, discipline, counsel or dismiss an employee does not amount to bullying.

Bullying tactics

Bullying can take different forms and it is often very subtle and hidden and not so obvious, except to the victim. Some examples of bullying are the following, although it must be stated that this is not an exhaustive check list:

• Spreading malicious rumours, gossip, or innuendo that are not true;
• Ignoring, isolating, and excluding someone;
• Playing mind games;
• Showing concealed or open dislike to one's political beliefs, trade union affiliation, social background, physical appearance, or academic achievement;
• Repeated and unjustified criticism, that is targeted at an individual, rather than at work performance;
• Removing areas of responsibility without cause;
• Undermining or deliberately impeding a person's work;
• Blocking opportunities for training, promotion, interesting jobs and assignments;
• Deliberately withholding information necessary for a person to be able to perform work to the required standard;
• Underwork - creating a feeling of uselessness;
• Belittling a person's opinions; and
• Sabotaging a particular person's work.

So what do bullies look like? In 2005, psychologists Belinda Board and Katarina Fritzon at the University of Surrey described the characteristics of typical bullies very graphically.

"Bullies tend to have various histrionic personality disorders including superficial charm, insincerity, egocentricity and manipulation. They also have narcissistic personality weaknesses including grandiosity, self-focused lack or empathy for others, and a strong tendency to exploit others."

Those who have experienced the behaviour of bullies and reflected on their behaviour often comment that bullies are full of insecurities, have poor social skills, little empathy, find satisfaction in their ability to attack and diminish the capable people around them, and need to control and bully others to feel more powerful.

Bullies are most often motivated by jealousy, lack of knowledge, fear, or prejudice. They can shift from being socially charming and bestowing pleasantries in formal occasions, to being vicious and intolerant with their victims when they feel they can get away with their objectionable behaviour because of positional power.

Who are the victims?

Contrary to popular belief, a target of bullying is typically not a weak loner, with low self-esteem. Bullies in fact target anyone whom they perceive a threat. Because bullies often have warped personalities and are full of insecurities they often target very capable, popular and successful persons.

They also hate people who have a strong personality, who say what they think and refuse to compromise simply to secure their boss's favour.

In the Maltese context, because changing jobs is often not an option, victims of bullying usually have a more difficult task of coping with such hostile behaviour. This makes bullying in some of our weaker organisations more endemic and difficult to eradicate.

The effects of bullying are extensive and hit not only the victims, but the whole workplace. Businesses where bullying is known to exist often experience low morale and productivity, fear, anger, depression, stress, risk of accidents, and poor customer service.

Victims of bullying often have to resort to medical care and an increase in sick leave is often inevitable.

Unfortunately, the stress suffered by the victims of bullying is relayed to their families. The feelings of frustration, loss of confidence, increased anxiety and inability to concentrate often create tensions and stress within the families.

Bullied people tend to become obsessive about the situation and as a consequence family and friends suffer along with their daily stress and breakdowns.

It has been calculated that bullied employees waste between 10 and 52 per cent of their time thinking about their situation, defending themselves and networking for support.

What can be done?

The effects of bullying on both the individual and the organisation can be devastating. Putting the interest of the individual first, a number of recommendations can be made. I would summarise the best advice that I have personally found useful in workplace bullying environments as follows:

Confront the bully and make it clear to him that his actions and attitude are not acceptable. Do not be discouraged if he or she does not react positively to your complaints.

Bullies often live in denial of their obnoxious behaviour and are not prepared to compromise.

Document everything that happens including what steps you have taken to decrease the tension caused by the bully's behaviour.

Involve your trade union if you are a member, or talk to a trusted colleague if you are not.

Escalate your grievance to the bully's boss but do not be disheartened if he or she is defensive of his employee.

Seek medical advice and counselling if your health is being adversely affected.

Do not retaliate. You will look just as guilty as your bully, and you might even be blamed for causing the conflict.

Do not give up, and if your HR manager does nothing about it, escalate your complaint to a more senior level of management. Keep trying until someone does something about it.

Employers, the health and safety national authorities, our management trainers and trade unions all have a part to play in the eradication of this problem from our workplaces. We owe it to our employees to provide a bully-free environment at all times.

If we manage to provide such an environment, it will be to the benefit of our business organisations that will no doubt benefit from increased productivity, and healthier industrial relations.