Policy Characteristics for the Prevention of Workplace Bullying Anteceded by Heterosexism: A Delphi Study

Abstract

The aim of this study's was to obtain organizational practices or policies that can help diminish the risk of heterosexism as it pertains to workplace bullying of lesbian, gay, bisexual, and transgendered (LGBT) workers. Heterosexism and workplace bullying are still prevalent concerns for LGBT workers, causing psychological and physical illness and reduced organizational effectiveness. This study contributes to social change by informing leaders, politicians, advocacy groups, and scholars on recommendations to help safeguard the health of employees, safeguard operational effectiveness of an organization, and reduce workplace bullying of LGBT and other marginalized employees. Findings of this study include that "organizational programs and policies should be developed and implemented to provide anti-bullying policies that protect all employees, not just minority or potentially marginalized employees." Additionally, the results support the direction that "organizational leaders should begin to mitigate the damage of workplace bullying through enforcement of current policies."

Workplace Bullying, Disability and Chronic Ill Health

“…Making adjustments, for example to sickness and attendance policies can be difficult, especially where consistency and transparency are important for ensuring procedural justice (e.g. see McCalla (2015) in the context of bullying and heterosexism). Research into diversity management (Foster & Harris, 2005) and conflict management (Saundry, Jones & Wibberley, 2015) has also shown that managers are wary of informality and differential treatment where policies exists, in case straying from the structure provided exposes them to potential criticism or liability.…”

Organizational culture, diversity, and employees’ health in social/human services: A systematic review

“…It is the dynamic process created through employees' interactions and the stabilizing force that prescribes rules for behavior within organizations (Schein, 2010;Collins, 2013). Leaders have tremendous power to set the tone of organizational culture within the workplace through their values and behaviors (Schein, 2010), attitudes towards inclusivity of diversity concerning employees' social locations (race, socioeconomic class, gender, immigration status, ability, and sexual orientation) and workplace supports (McCalla, 2015;Vito & Sethi, 2020). For example, the context of social work practice is heavily influenced by ethnocentrism and the profession's historical roots in an Anglo-American culture that tends to undermine the experiences and values stance of minority workers and communities (Yan, 2008;Sethi & Williams, 2016).…”

“…Likewise, leaders' behaviours and engagement can also be shaped by the organizational culture, which guides their practices and actions in critical functions (Austin, 2018). Leaders influence organizational culture through their leadership styles, which have an impact on the climate within the organization (McCalla, 2015;Mallinger et al, 2017;Quick et al, 2017). An authoritarian leadership style focuses on hierarchy, prioritization of tasks over relationships, power abuses, privilege and inflexible attitudes that are ineffective (Austin, 2018).…”

“…Strategies such as open and honest communication, teamwork, consensus building, and mutual respect effectively develop and sustain teamwork and collaboration (Mallinger et al, 2017). For example, 360-degree evaluations can be used for feedback and for keeping leaders accountable for their actions, their behaviours and their performance as leaders (McCalla et al, 2015).…”

“…Conformity expectations permeate the organizational culture of most social/human services organizations, which in turn limit the political, social, and protective freedoms of workers (Collins, 2013). Conformity expectations result in minority groups becoming the object of the dominant group's exercise of power, often using morality to justify hostile or aggressive actions against other groups (McCalla, 2015).…”