Problem Solving in WorkplaceWorkplace BullyingOwing to the divergence of global economic drivers, research has increasingly sought understanding in terms of the performance of conventional factors of production. In this context, human resource (HR) has widely fielded dynamic aspects that professionals often associate with problematic leadership over human capital. This piece addresses bullying at workplace as one of the common problems that stubbornly stick onto organizations’ work environment. This HR problem is worthy discussing because it is not only are existing staff culpable in its commission but also senior management that should promote productivity morale in the company.
Bullying comprises one of the underreported workforce problems across different organizations or departmental workforces. According to Griffin and Moorhead (2010), a survey conducted by the Workforce Bullying Institute (WBI) revealed that about 37 percent of the U. S. workforce had encountered bullying, particularly by the bosses that contributed to about 72 percent of workplace bullies. Despite bullying incidences being more rampant in the workplace than contemporary or legally defined forms of harassment, a great percentage of bullying victims often ignore it or fear to report.
With the greatest bullies being colleagues in higher posts or managerial positions in the workforce, most victims of this act often fail to report for fear of being tagged whistle-blowers, a phenomenon that may cost them their jobs. Bullying not only affects the wellbeing of the affected individuals but also efficiency, morale and the productivity potential at the individual level as well as the entire workforce. Appreciation of bullying as a serious workforce problem by human resource managers and departmental heads mark the beginning of eliminating the menace in the workforce.
This paper explores the bullying problem in the work place in the nursing department of a healthcare facility. Causes of the Bullying ProblemBullying falls under the broad workplace problem known as workplace violence, which manifests in numerous ways including physical assaults, making of statements intended to elicit fear or coercion, threatening behaviors and other non physical acts such appalling as verbal abuse and unnecessary yelling. Although most of these incidences go unreported in many departments, they affect negatively the wellbeing of workers in the workplace. Individual units of organizations such as departments, the HR unit or the occupational health and safety unit generate rules and policies that guide social relations within the organizational environment (Griffin & Moorhead, 2011).
In this case, such units are meant to develop a code of conduct or a no-bullying policy and grievances resolution procedures. Bullying in some cases is attributed to the hierarchical management structure that provides opportunities for workplace bullying especially by people occupying high ranks in the management structure. The hierarchical management structure renders some members of the management team immune from actions against bullying particularly infliction of fear among the people in the lower ranks.
Bullying is particularly rampant in healthcare organizations in the nursing department where doctors bully nurses in different ways including workload and allocation of tasks beyond their competence and skills (Griffin & Moorhead, 2011). New recruits as well as students on academic attachment also experience bullying in the nursing department. The existing nurses expose newly recruited nurses and students to different forms of bullying acts including failure to assist them in challenging tasks, unjustified transfer of responsibilities and allocation of excess workload.