Power and inaction: why organizations fail to address workplace bullying

Abstract

PurposeBullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. However, there is very little evidence that organisations provide effective protection from bullying, and in fact, the converse appears to the case. The purpose of this paper to explore the role of both individual and organisational power in the creation and maintenance of the problem. Such an approach moves away from the specific practice of identifying “bullying” that typically engages targets and perpetrators in a dance that is really just around the edges (Sullivan, 2008) of a larger problem; a culture that permits the abuse of power and ill-treatment of workers, in both practices and through organisational politics.Design/methodology/approachThis paper elucidates key problems with organisational response as identified in the literature and critically examines weak organisational response to workplace bullying using the power theory, arguing that while overt approaches to addressing bullying appear to be underpinned by a simplistic, functionalist understanding of power, practices on the ground are better explained by more sophisticated “second-dimension” theorists.FindingsThere is a need for organisations to move beyond the current individualistic understanding of bullying towards a more nuanced understanding of how anti-bullying policies and procedures are themselves an exercise in institutional power protecting and reinforcing dominant power structures.Research limitations/implicationsThe literature from which this paper is drawn is limited to studies published in English.Practical implicationsThe authors advocate a realistic assessment of the role of both individual and organisational power in the creation and maintenance of workplace bullying, as a way forward to plan appropriate intervention.Social implicationsWorkplace bullying is problematic for organisations at several levels, and therefore for society.Originality/valueThat power is relevant to workplace bullying has been apparent since the work of Brodsky in 1976 and Einarsen's early work, this paper builds on a the more nuanced work of McKay (2014), D'Cruz and Noronha (2009), Liefooghe and MacDavey's (2010) and Hutchinson et al. (2010), exploring the organisational response to the raising of bullying issues by individual employees as an exercise of power.

The Neoliberal University in Ireland: Institutional Bullying by Another Name?

“…When the policies and established practices in an organisation systematically impose oppressive or damaging conditions on the individuals in the organisation, it is very hard to resist, in part because the process, in and of itself, involves the subjugation of employees [29]. Bullying is characterised by an imbalance of power [13,92,93]; that is, the bully is in a position of power over the target, either hierarchical or emotional. This exercise of power is often called the first face of power, visible and subject to challenge in an open system [94,95].…”

The Dark Side of School Culture

“…Appropriation, use, and misuse of power feature widely in the extant literature on workplace bullying [7,10,13,14]. A critical theoretic perspective would position power at the centre, given that according for Foucault, for example, power is "everywhere, not because it embraces everything but because it comes from everywhere, one is never outside it" [15] (p. 141).…”

“…In addition, these codes of practice have been described as ineffective in protecting people from bullying at work [6].Certainly teachers' attempts to seek redress for workplace bullying have proven to lack efficacy [7]. Research into the causes of this is still in relative infancy however, initial insights suggest that power and organisational culture are key components for organisational inaction in terms of addressing workplace bullying [8][9][10][11][12]. The authors advocate that when researchers of workplace bullying do not take cognizance of cultural antecedents, they are missing a vital component when seeking to understand why bullying and incivility occur and how/why, they continue to flourish.…”

Current problems of juvenile labour protection in the conditions of globalization

“…Bullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. [4] At present, the requirements for diversity management and the fight against discrimination in the workplace resonate. We recommend explicitly articulating diversity management and equality principles and commitments in documents such as Human resources management policy; Work order; Collective agreement; OSH policy document.…”