Killing two birds with one stone: how intervening when witnessing bullying at the workplace may help both target and the acting observer

Abstract

Objective This study examines under which conditions being an observer of bullying can be detrimental to health and well-being. It was hypothesized that health-related problems following observations of bullying are determined by (1) whether the observer has been exposed to bullying her/himself and (2) whether the observer have tried to intervene in the bullying situation that they witnessed. Methods The study was based on a longitudinal probability survey of the Swedish workforce, with an 18-month time lag between assessment points (N = 1096). Results Witnessing bullying at work were associated with an increase in subsequent levels of mental distress among the observers, although this association became insignificant when adjusting for the observers’ own exposure to bullying. Intervening against bullying moderated the relationship between observations of bullying and mental health problems. Observers who did not try to intervene reported a significant increase in mental health problems at follow-up, whereas there were no significant changes in levels of mental health problems among those who did intervene. Conclusions the findings suggest that observer interventions against bullying may be highly beneficial for both the targets and observers of bullying. Organizations should therefore invest in ways to increase constructive bystander behavior in negative social situations at the workplace.

Witnessing bullying at work: Inactivity and the risk of becoming the next target.

“…The present study also gives an additional insight into a previous study based on the same sample that showed that not intervening when witnessing bullying was associated with later mental health problems (Nielsen et al, 2021). Mental health problems are known consequences of exposure to bullying behaviors (Nielsen & Einarsen, 2012).…”

“…Based on a longitudinal probability survey of the Swedish working population, we investigated the risks associated with the actions that follow witnessing bullying at one's workplace-the risks if intervening, and the risks if remaining inactive. As bullying is an extreme stressor and a form of psychological violence at work, intervening in an ongoing bullying situation is potentially beneficial for the health and well-being of the victim (Nielsen et al, 2021). However, intervening may also increase the risk of becoming the next target, so hesitation and unwillingness to act may be understandable (Bjørkelo et al, 2011).…”

“…Bullying is defined as a prolonged, systematic mistreatment at work where the victim has difficulties defending themself (Einarsen et al, 2020). In addition to being detrimental for those exposed, recent evidence suggests that bullying also has significant ripple effects for bystanders in that witnessing bullying of others influences the work-related attitudes of the witnesses, and even their mental health (Nielsen et al, 2021;Salin & Notelaers, 2020). Nielsen et al (2021) found that about one-third of employees at some point the had witnessed bullying at the workplace during the past six-month period.…”

“…In addition to being detrimental for those exposed, recent evidence suggests that bullying also has significant ripple effects for bystanders in that witnessing bullying of others influences the work-related attitudes of the witnesses, and even their mental health (Nielsen et al, 2021;Salin & Notelaers, 2020). Nielsen et al (2021) found that about one-third of employees at some point the had witnessed bullying at the workplace during the past six-month period. Consequently, a pending question is how witnesses can reduce the potential harm to both oneself and those targeted.…”

Mental Health Problems as a Risk Factor for Workplace Bullying: The Protective Effect of a Well-Functioning Organization

“…Role clarity and order in the organization was measured using a scale from the Psychosocial Work Environment Questionnaire (PSYWEQ, Rosander and Blomberg, 2018 ) called ‘Roles in the organization’ (RIM, Rosander and Blomberg, 2019 ; Nielsen et al , 2021 ). It contains six items that focus on: (i) unclear roles, responsibilities, and tasks; (ii) a clear division of tasks; (iii) clear roles; (iv) an orderly organization; (v) well-functioning routines and organization; and (vi) clear role expectations.…”