Essays on Bullying in the Workplace Essay

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The paper 'Bullying in the Workplace' is a wonderful example of a Management Essay. Workplace bullying is the repeated unreasonable actions of individuals or a group of persons directed towards employee(s) intended to intimidate or create health or safety risk to them. It occurs mainly due to abuse and misuse of power. Bullying or ill-treatment to workers creates feelings of defencelessness to employees and undermines their rights to dignity at work. Examples of such actions include exclusion or social isolation, being shouted at or being humiliated, being the target of practical jokes, excessive monitoring, being treated differently than the rest of your workgroup, unwarranted or invalid criticism, blame without factual justification, beating among other mistreatments.

The causes of bullying can be classified into two groups: those resulting due to the functionality of the system and those resulting from the characteristics of the victims themselves. Blame in bullying thus lie either on the system or on the victim. In my view, the system is highly responsible for the bullying incurred in the working place. This essay analyses both kinds of factors and comes up with the conclusion that the system should be blamed highly for bullying and ill-treatment in the workplace. The workplace system, in general, has largely contributed to the increase in bullying and ill-treatment in the workplace in a wide range of ways.

Organization culture and leadership is a key factor in ensuring there is either an absence or lack of bullying in the organization. The culture of the organisation and its leadership is the biggest decider on the interrelationship between workers, management and other stakeholders in the organisations.

There are various behaviors or actions in the organization that cause ill-treatment or bullying in the organization. Some of them include; Poor leadership and management styles in the organization increase bullying in the organization. Poor leadership in the organization fosters the emergence or perpetuates bullying in the pretext of achieving the organization's goal. (Hoel & Salin, 2003) notes that coercive/authoritarian leadership styles promote harassment and bullying while (Einarsen et al. , 2003) analyzed the way in which Laizzefaire leadership styles contribute to bullying and worker harassment. Coercive leadership in many cases apply to bully in their leadership in order to achieve their goals and objectives.

They see it as a ‘ motivator’ for workers to achieve high performance. Those who favor the use of the Laizzefaire leadership style on many occasions do not intervene when workers report bullying incidents. The presence of effective leadership in the organization is a hindrance to the perpetuation of bullying in the organization. The leadership in the organisation should be able to put in place measures that deal with any forms of bullying. The general leadership of the organization is the key pillar in the elimination or fostering of ill-treatment.

Those who do nothing on bullying cases or punish the victims that report it fosters its practice in the organization. Practicing of bullying by key top leaders and managers of the organization is a sign of poor leadership and a way of encouraging other employees to practice ill-treatment as a culture of the organization. The leadership should be participatory and democratic rather than being autocratic or authoritarian in order to reduce instances of bullying or ill-treatment.

Reference

Coyne, I., Seigne, E., & Randall, P. 2000. Predicting workplace victim status from personality. European Journal ofWork and Organizational Psychology, 9(3), 335-349.

Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (2003). The concept of bullying at work. In S. Einarsen, H. Hoel, D. Zapf & C. L. Cooper (Eds.), Bullying and emotional abuse in the workplace: International perspectives in research and practice.(pp. 3-30). London: Taylor & Francis.

Fevre, R., Lewis, D., Robinson, A. & Jones, T. 2011. Insight into ill-treatment in the workplaces: patterns, causes and solutions, July, Cardiff School of Social Sciences, In CaHoel, H., & Salin, D. (2003). Organisational antecedents ofworkplace bullying.

Hoel, H., & Salin, D. 2003. Organisational antecedents ofworkplace bullying. In S. Einarsen, H. Hoel, D. Zapf & C. L. Cooper (Eds.). Bullying and emotional abuse in the workplace: International perspectives in research and practice(pp. 203-218). London.

Ramsey, R., Andrews, K., & Tudge, A. 2012. Workplace bullying: ‘We just want it to stop’, October,Employment 2012, Workplace bullying: ‘We just want it to stop’. Canberra: Commonwealth of Australia. pp. 232.

Pamela L., 2009. Workplace Bullying: Causes, Consequences, and Corrections Destructive Organizational Communication. New York: Routledge Press.

Vandekerckhove, W., & Commers, M. S. R. 2003. Downwardworkplace bobbing: A sign of the Times? Journal of Business Ethics, 45(1), 41-50.

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