No abstract

Evidence exists that the UK National Health Service (NHS) has had, over many years, persistent problems of negative and intimidating behaviour towards staff from other employees. The evidence also suggests the organisational responses to negative behaviour can be inadequate. A conceptual model of organisational dysfunction was proposed to assist in explaining those responses and the overall culture in the NHS (Pope and Burnes 2013). Through research this model has been tested. Based upon the findings, an extended and developed model of organisational dysfunction is presented. A qualitative approach was taken to research the organisational responses to negative behaviour, and the reasons and motivations for those responses. Fortythree interviews and six focus groups were conducted.

A model has been developed to increase understanding of dysfunctional organisational behaviour in the NHS primarily for leaders/managers of health services, health service regulators and health researchers/academics. Research, with ethical approval, is currently being undertaken to test and develop the conceptual model to further reflect the complexities of the NHS culture.

Purpose-The purpose of this paper is to draw attention to the need to treat negative workplace behaviours which are not perceived as bullying as seriously as those which are. The paper also aims to examine whether or not the National Health Service (NHS) appears to experience a higher level of negative behaviour than private sector organisations and whether lower frequency behaviour has similar levels of effect as higher frequency behaviour. Design/methodology/approach-A mixed-method approach is used whereby a mainly quantitative questionnaire is complemented by the inclusion of qualitative questions and the collection of qualitative data collected within the two NHS Trusts concerned. Findings-The evidence collected draws attention to the considerable impact that workplace incivility, which may or may not be classed as bullying, has on the well-being of employees and the effectiveness of organisations. Where aggression is present, the levels of effect are shown to be higher and the behaviour is always classed as bullying. The evidence also shows that the NHS does appear to experience a higher level of negative behaviour than private sector organisations, and that lower frequency behaviour does indeed appear to have similar levels of effect as higher frequency behaviour. Originality/value-This article shows that the focus placed by many researchers and organisations on countering/eliminating behaviour purely perceived as bullying is unlikely to be effective unless they also adopt a similar approach to the full range of negative behaviours that employees experience/witness in organisations.