Measuring the Extent of Impact from Occupational Violence and Bullying on Traumatised Workers

Mayhew, Claire; McCarthy, Paul; Chappell, Duncan; Quinlan, Michael; Barker, Michelle; Sheehan, Michael

doi:10.1023/b:errj.0000038648.08568.46

Cited by 64 publications

(63 citation statements)

References 22 publications

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“…There is considerable research for identifying bullying as an extreme form of stress (Björkqvist et al, 1994;Groeblinghoff and Becker, 1996;Leymann and Gustaffson, 1996;Einarsen, 2001, 2002). In addition to producing organizational outcomes like absenteeism, and decreases in turnover, commitment, job satisfaction, productivity and efficiency (Mikkelsen and Einarsen, 2001;Salin, 2003), bullying at work has also been observed to lead to reduced psychological and physical health, as well as greater anxiety and depression (Hoel et al, 2004;Mayhew et al, 2004;Einarsen, 2001, 2002;Sparks et al, 2001). Leymann (1996) who laid the theoretical foundations for mobbing/ bullying research, highlighted the fact that in prolonged cases of bullying the damage to the victim would be so severe that the individual might even be forced to withdraw from the labour market.…”

Section: Introductionmentioning

confidence: 99%

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

2008

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Various aspects of the relationship between ethical climate types and organizational commitment have been examined, although a relationship with the concept of bullying, which may be very detrimental to an organization, has not attracted significant attention. This study contributes to the existing research by taking the effects of bullying behaviour into consideration. The aim of this study is to explore the effects of bullying behaviour upon the relationship between ethical climate types and organizational commitment. It will be noted that work-related bullying behaviour significantly mediated the relationship between instrumentality climate and two of the dimensions of organizational commitment. Significant relationships between ethical climate dimensions and organizational commitment can also be detected. By emphasizing a required ethical climate dimension for organizations this study therefore presents in outline a partial strategy to reduce bullying behaviour and to increase organizational commitment.

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Section: Introductionmentioning

confidence: 99%

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

2008

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“…The power imbalance inherent in bullying often places the target in such an inferior position that it is impossible to do this. This merely exacerbates the stress experienced by the target and contributes to a sense of hopelessness and helplessness (Mayhew et al, 2004).…”

Section: Negative Outcomes To Targetsmentioning

confidence: 99%

Relief and Redress for Targets of Workplace Bullying

Meglich-Sespico

Faley

Knapp

2007

Employ Respons Rights J

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Workplace bullying is a particularly insidious form of counterproductive workplace behavior that results in significant costs to both targets and organizations. We explore existing and potential avenues of relief and redress available to targets. Relief refers to activities focused on eliminating the bullying as well as the mechanisms used to treat those who have been bullied. Redress refers to third-party remedies that involve the financial and/or non-financial compensation of targets. The optimal strategy for dealing with workplace bullying involves both effective organizational interventions to help prevent and address bullying incidents and strong legislative mechanisms to allow for restitution and compensation. This two-pronged strategy provides targets of bullying with multiple sources of relief and redress.

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“…There is now extensive evidence that bullying has a severe impact on individuals, as does mobbing 1 (Hutchinson et al, 2005(Hutchinson et al, , 2006aMayhew et al, 2004). For example, Leymann and Gustaffsson (1996;cited in Mayhew et al, 2004) found that the Post Traumatic Stress Disorder (PSTD) reactions of train drivers smashing into suicidees was milder and less extensive than the trauma experienced by targets of long term mobbing (Leymann & Gustaffsson, 1996;Mayhew et al, 2004).…”

Section: Bullying: Why Traditional Responses Do Not Promote Wellnessmentioning

confidence: 99%

“…For example, Leymann and Gustaffsson (1996;cited in Mayhew et al, 2004) found that the Post Traumatic Stress Disorder (PSTD) reactions of train drivers smashing into suicidees was milder and less extensive than the trauma experienced by targets of long term mobbing (Leymann & Gustaffsson, 1996;Mayhew et al, 2004). Witnesses to bullying can also be negatively affected, with up to 20% of witnesses deciding to leave the organization as a result of their experience (Mayhew et al, 2004).…”

Section: Bullying: Why Traditional Responses Do Not Promote Wellnessmentioning

confidence: 99%

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Towards Employee Wellness: Rethinking Bullying Paradoxes and Masks

Vickers

2006

Employ Respons Rights J

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Wellness in organizations" should focus on the well being of individual workers. At a time when the wellness of individuals is increasingly being threatened in our workplaces, I argue that one way wellness can be sought is through careful examination of routine organizational practices. To make this point, I look to the problem of bullying in organizations and, in particular, traditional organizational responses to bullying. The paradoxes of protective legislation and protective workplace policies are explored, before numerous organizational masks that serve to bolster these paradoxes are discussed: the mask of stereotypes; the mask of Alternative Dispute Resolution (ADR); the mask of counseling; and the mask of training. The way towards wellness in organizations lies with the recognition of unintended distortions and limitations on existing legislation, policy and process, and the critical assessment of traditional remedies.There can be no health or wellness in organizations without careful attention to the well being of individual employees. Perhaps, rather than thinking about "organizational wellness," a more useful mantra might be "wellness in organizations." My concern with wellness in organizations is

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Measuring the Extent of Impact from Occupational Violence and Bullying on Traumatised Workers

Cited by 64 publications

References 22 publications

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

Relief and Redress for Targets of Workplace Bullying

Towards Employee Wellness: Rethinking Bullying Paradoxes and Masks

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