UFHRD Abstract: S5-22
Combatting Bullying in the Work place: Intended and Implemented Policies
Professor Maura Sheehan, (Maura.Sheehan@nuigalway.ie),
National University of Ireland Galway.
Dr TJ McCabe (Thomas.Mccabe@ncirl.ie),
National College of Ireland, Dublin.
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Abstract
Combatting Bullying in the Work place: Intended and Implemented Policies
Purpose
Workplace Bullying is an ever-evolving organisational problem which is likely to be exacerbated
in times of economic and organisational change (Salin, 2003; De Cuyper et al, 2009). Research
in the UK suggests that within the public sector six out of ten workers had either been victim or
witness to workplace bullying (ACAS, 2013). A National Survey of the work force in Ireland
found that 6.2% of respondents had been exposed to frequent bullying over the previous 12
months (O’Moore et al., 2004).
While there is no absolute consensus about how to define it, most organisations in Ireland define
workplace bullying as: “Repeated inappropriate behaviour, direct or indirect, whether verbal,
physical or otherwise, conducted by one or more persons against another or others, at the place of
work and/or in the course of employment, which could reasonably be regarded as undermining the
individual’s right to dignity at work” (p. 11, Report of the Expert Advisory Group on Workplace
Bullying, 2005). In Ireland, as in many countries, the most common anti-bullying measure is
formal ‘dignity at work’ policies and procedures within organisations. Yet, incidents of workplace
bullying appear to be rising. Thus, the question remains as to why formal anti-bullying policies
appear to lack effectiveness.
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It has been an uphill battle for Human Resource Management (HRM) and Human Resource
Development (HRD) practitioners to establish the extent of workplace bullying. Colleagues not
affected frequently write off victims of workplace bullying as being ‘oversensitive’ or ‘lacking
backbone’. It is also often extremely difficult for victims of bullying to prove they are being
bullied. Covert bullying may involve withholding information, constant criticism and belittling of
the victim’s performance, snide and derogatory comments. Covert bullying will often not happen
every day but the victim never knows when or where the bully will ‘strike’ which further adds to
their victimisation. Victims will often ‘slip away’ in silence by leaving their current employer.
A common theme that links the bully and the victim with respect to workplace bullying is that of
organisational ‘culture’. There is strong evidence that organisations can develop cultures whereby
workplace bullying is effectively condoned or even rewarded. This, in turn, is linked to what has
been termed ‘destructive leadership’ whereby managers contribute to the prevalence of bullying
in organisations through non-intervention. Indeed, research shows that the highest incidences of
workplace bullying are found where senior management are perceived as tolerating/ignoring such
behaviour and allowing such a culture to fester. Formal policies are unlikely to be effective in
organisations with a bullying culture.
Within the Irish public healthcare system, bullying in the workplace should be addressed through
the ‘Dignity at Work Policy of the Health Service Executive’ that came into operation on 1 May
2004. Yet academic and practitioner evidence suggests that nurses and midwives working in
Ireland continue to experience workplace bullying (McMahon, et al., 2013). The intensification
of work and reduction of resources within the Health Service Executive (HSE) in post-crisis
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Ireland appears to have exacerbated bullying. Bullying has been found to have very negative
consequences for nurses/midwives’ personal health, personal and family relationships and adds to
already high levels of stress experienced by nurses/midwives working within the Irish health care
system. Research also shows that victims of bullying often have difficulty performing at work and
in health care there could have very negative implications for the wellbeing and safety of patients
(McMahon, et al., 2013).
Design/methodology/approach
The study initially involved a focus group examining the experiences of overseas trained nurses
on perceived and actual incidents of bullying and discrimination. The participants were taken from
both the acute and community sector. They were randomly chosen through a process of purposive
sampling, reflecting variations in country of origin, age, grade, ward and tenure. A grounded theory
approach was used to analyse the qualitative focus group data.
The next phase of our investigation involved the use of a survey to explore and measure perceived
and actual incidents of workplace bullying and discrimination amongst overseas and national
nurses. The survey examined the links between actual and perceived bullying and discrimination
with organisational performance, productivity, workplace absenteeism, turnover and other
mediated variables such as commitment and stress. It also looked at how bullying could be reduced
and the supports required by those who experience bullying in a nursing, healthcare context.
Findings
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Despite a growing recognition of the importance of the implementation rather than simply the
presence of HR practices, a significant empirical gap remains in examining implementation
processes and assessing whether implementation is associated with the intended objective being
achieved (see Woodrow and Guest, 2013 for a notable exception in the context of workplace
bullying). The aim of this article therefore is to examine the process anti-bullying policy
implementation, including the role of training and development, and its relationship with employee
responses. This is achieved through analysis of a large survey (n = 2,400) that focussed on the
presence and implementation of workplace bullying policies among nurses and midwives in
Ireland, the majority of whom are members of the Irish Nurses and Midwives Organisation
(INMO). Whether the presence and implementation of workplace bullying policies is associated
with a reduced probability and intensity of workplace bullying is examined. The analysis of
implementation is extended further by examining the perceived effectiveness of support policies
recommended to, and utilised by, employees who report work place bullying. This research draws
on a conceptual model of effective implementation of HR practices developed by Guest and BosNehles (2013). The theoretical framework that will be tested is outlined in Figure 1.
Themes emerging from our initial focus group discussion were as follows. Many overseas trained
nurses or those on precarious work contracts received significantly higher work-loads and were
called upon to do tasks that national nurses were unwilling to do. Inconsistency in the application
of hospital rules, policies and procedures also emerged as a theme during the focus group
discussion. Many participants discussed perceived favouritism and bias in the treatment of
overseas trained nurses and national nursing staff. A good example of this concerned the
application of hospital rules, policies and procedures which they felt were applied mainly towards
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overseas trained nurses. The participants felt that the ‘duty of care’ in relation to the well-being
and welfare of overseas trained nurses was not taken seriously by hospital management. They also
discussed restricted access to professional training and development as well as promotion to
leadership and managerial roles amongst overseas trained nurses.
Research limitations/implications
The qualitative and quantitative findings of our study will inform the construction of a conceptual
model illustrating the various HRD challenges drawn from the experiences of bullying amongst
overseas and national working in the Irish health service.
Practical implications
Our findings offer health service managers and practitioners useful insight and guidance in
successfully dealing and managing instances of workplace bullying. The findings of our research
will provide guidance to health service managers and practitioners in building positive and
healthy workplace cultures, built on mutual understanding and respect.
Social implications
Our findings will help ensure that workplace bullying is effectively managed within health care
and similar professional organisations, with positive health and social outcomes for all those
concerned.
Originality/value
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Our study aims to build on the findings of other studies on the subject of workplace bullying
within health care and similar professional organisations.
Key Words: Nurses, Bullying, Discrimination, Health Service, Survey, Focus Group.
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Figure 1. Conceptual Model
Policy Implementation:
Policy Awareness
Perceived Quality of Policy
Intended Policy:
Bullying:
Presence of antibullying Policy
Probability
Intensity
Policy Implementation:
Promotion (“passive” &
“active”) of anti-bullying
Policies
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References
Advisory, Conciliation and Arbitration Service (ACAS) 2011 Unison Survey of UK Public
Sector Workers. Cited from: http://www.acas.org.uk/index.aspx?articleid=3861 [Accessed 4
April 2015].
De Cuyper, N., Baillien, E. & De White, H. (2009) Job insecurity, perceived employability and
targets’ and perpetrators’ experiences of workplace bullying. Work & Stress. 23(3): 206-224.
Guest, D. and Bos-Nehles, A. (2013) HRM and performance: the role of effective
implementation. In J. Paauwe, D. Guest and P. Wright (eds.), HRM and Performance:
Achievements and Challenges. Chichester: Wiley.
McMahon, J., MacCurtain, S., O’Sullivan, M., Murphy, C. & Turner, T. (2013) A Report on
the extent of bullying and negative workplace behaviours affecting Irish nurses. Dublin: Irish
Nurses and Midwives Organisation (INMO).
O'Moore, M., Lynch, J., & Daéid, N. N. (2003) The rates and relative risks of workplace
bullying in Ireland, a country of high economic growth. International Journal of Management
and Decision Making. 4: 82−95.
Report of the Expert Advisory Group on Workplace Bullying (2005). [Online]. Available from:
http://www.djei.ie/employment/osh/bullying.htm [Accessed 1 April 2015].
Salin, D. (2003) Ways of explaining workplace bullying: A review of enabling, motivating and
participating structures and processes in the work environment. Human Relations. 56: 12131232.
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Woodrow, C. and Guest, D. (2013) When good HR gets bad results: exploring the challenge
of HR implementation in the case of workplace bullying. Human Resource Management
Journal. 24(4): 38-56.
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