China
Africa
Explore chapters and articles related to this topic
Workplace bullying
Published in Jacqueline Randle, Christine Webb, Workplace Bullying in the NHS, 2001
This chapter will consider the evidence related to workplace bullying. What is it, and how can we understand its ‘causes'? Can we understand the context and, more importantly, can we make changes that reduce the incidence of workplace bullying? What is the relationship between workplace bullying, stress at work and job satisfaction?
Eliminating Sexual Harassment, Discrimination and Bullying
Published in Leanne Rowe, Michael Kidd, Every Doctor, 2018
Workplace bullying is repeated, unreasonable behaviour directed towards an employee or volunteer, that creates a risk to their health and safety. The following types of behaviour, where repeated or occurring as part of a pattern of behaviour, could be considered bullying: verbal abuseconstant criticismexcluding or isolating an individualpsychological harassment (for example isolating someone by preventing others from befriending them)intimidationderogatory commentsassigning meaningless tasks unrelated to the jobgiving employees impossible assignmentsdeliberately changing work rosters to inconvenience particular individualssuppression of ideasdeliberately withholding information that is vital for effective work performancespreading rumours about an individual or group
Work stress induced psychological disorders in construction
Published in Imriyas Kamardeen, Work Stress Induced Chronic Diseases in Construction, 2021
Workplace bullying is repeated, unreasonable behaviour directed at an employee or a group of employees by another employee(s), manager or the employer (Safe Work Australia 2016). It can be specific task- or role-related or interpersonal-related. Examples of workplace bullying are (Safe Work Australia 2016): using abusive, insulting or offensive language or commentsdisplaying aggressive and intimidating conductmaking belittling or humiliating commentsvictimisationmaking practical jokes or initiationmaking unjustified criticism or complaintsdeliberate exclusion from work-related eventswithholding vital information that affects work performancesetting unreasonable timelines or constantly changing deadlinesallocating tasks that are unreasonably below or above one’s skill leveldenying access to information, supervision, consultation or resources to the detriment of the employeespreading misinformation or malicious rumourchanging work arrangements to deliberately inconvenience a particular employee or groupsexual harassment.
Bullying in the Military: A Review of the Research on Predictors and Outcomes of Bullying Victimization and Perpetration
Published in Military Behavioral Health, 2021
Jaimee Stuart, Nicholas Szeszeran
Workplace bullying has been defined as a form of aggression that is intentionally harmful, repeated, and involves a power imbalance such that the perpetrator is physically, emotionally, or socially more powerful than the victim (Agervold, 2007; Einarsen et al., 2011). The power imbalance involved in the bullying relationship can be either formal or informal. Formal power refers to the rank or job status within an organizational hierarchy, while informal power refers to social or interpersonal factors that are not governed by the workplace (Einarsen et al., 2011). As such, workplace bullying can occur in three ways; (1) downwards, where formal power is at play and subordinates are victimized by superiors; (2) horizontal, where the bullying relationship is between individuals holding the same or similar level of formal power; and (3) upwards, where formal power is overruled by informal power, and superiors are victimized by subordinates (Branch et al., 2013). Research has shown that downwards bullying occurs most often, but that all forms of workplace bullying can have harmful effects on victims (e.g., increased stress, poor physical and psychological health, and low job satisfaction) and on workplace cultures (e.g., high attrition, low levels of organizational commitment, reduced productivity; Lutgen-Sandvik et al., 2007; Tepper, 2000).
Forgiveness: protecting medical residents from the detrimental relationship between workplace bullying and wellness
Published in Stress, 2021
Ross W. May, Frank D. Fincham, Marcos A. Sanchez-Gonzalez, Lidia Firulescu
Workplace bullying involves the repeated mistreatment of an employee targeted by another employee(s) with a malicious confluence of humiliation, intimidation, and sabotaging of performance (Kohut, 2007) using behaviors which are emotionally and psychologically punishing (Yahaya et al., 2012). Medical residents are a demographic of increasing concern regarding workplace bullying due to their training status (i.e. naïve, novice, and in an impressionable career state) and the marked differential in authority that characterizes doctor-to-trainee and mentor-to-mentee relationships (Chadaga, Villines, & Krikorian, 2016; Schlitzkus, Vogt, Sullivan, & Schenarts, 2014). Bullying of medical residents occurs globally at an alarmingly high rate (66.5%, ranging from 30% in Ireland to 89% in India, Leisy & Ahmad, 2016). In a review of 62 studies, the most frequent source of bullying was fellow physicians in superior positions with the most frequent form of maltreatment consisting of verbal abuse, although many additional forms of abuse were noted (Leisy & Ahmad, 2016).
Exposure to workplace bullying, microRNAs and pain; evidence of a moderating effect of miR-30c rs928508 and miR-223 rs3848900
Published in Stress, 2020
Daniel Pitz Jacobsen, Mina Baarnes Eriksen, Dhaksshaginy Rajalingam, Ingeborg Nymoen, Morten Birkeland Nielsen, Ståle Einarsen, Johannes Gjerstad
Exposure to negative social acts at the workplace by one’s peers or superiors is a common social stressor in contemporary working life with a global prevalence of about 15% (Agervold, 2007; Nielsen, Nielsen, Notelaers, & Einarsen, 2015). As previously described, the term “workplace bullying” refers to a situation in which a person repeatedly is subject to negative social acts and is unable to defend him/herself (Einarsen & Nielsen, 2015). Although there is no definitive list of bullying behaviors, bullying may involve actions like verbal harassment, spreading of rumors, physical confrontations, and social exclusion (Notelaers, Van der Heijden, Guenter, Nielsen, & Einarsen, 2018). Being a target of bullying at the workplace may have severe and detrimental consequences for well-being and workability.