Bullying in the Work Place
Bullying is a type of aggression prevalent in environments within which there is a high potential for competitions such as in schools, the work place or other social gatherings. While it may take the form of verbal, psychological, physical or other forms of abuse, bullying in the work place context is different in that bullying is done within the confines of corporate law. The work place environment is characterized by competition and dominancy and bullying may be a way of proving adequacy in the bully. However, it is often used by the inadequate against the loners and the submissive. In the work place, bullying induces low self esteem (Cortine, 2008).
Although bullying is different from harassment, both activities result involve abuse and manipulation and often make the victim to feel underappreciated in the work place. Harassment is common in the institutional setting and occurs at any time. The employees require patience to deal with this type of bullying. On the other hand, institutional bullying is characterized by aggression and intimidation of employees. Corporate bullying is perpetrated by the management against the other employees (Spitzberg, 2003).
Institutional bullying is common in the UK where employers commonly use it as a basis for sacking employees with accusation of work stress. The method is considered less costly that following the formal procedure for firing workers. Besides the demoralization of the victims, bullying also results in poor work output by the employees and can lead to withdrawal and dissociation of workers. Bullying can also hamper the creation of new ideas which is a prerequisite to effective performance.
In the hospitality industry, bullying results in poor performance by workers which leads to the potential for customer dissatisfaction and loss. Despite being unlawful and infringing on the rights of workers, bullying is difficult to detect hence difficult to punish by employers. Many rules exist against bullying across different countries. The measures taken to prevent the adverse impacts of bullying include counseling and psychiatry.
Although laws exist against bullying, such laws are few and are also constrained by the lack of effective definition (Aasland et al., 2010). This makes the implementation of such laws difficult with regards to the work environment. It is therefore necessary that organizational cultures be developed to prevent bullying through management policies. The employees should also be taught on ways that can help in detracting bullies and preventing bullish behavior. The management on the other hand should learn ways through which their leadership styles can prevent bullying as well as giving examples to the other employees.
Bullying results in several impacts such as stress, emotional exhaustion, and fear among others. Addressing the issue of bullying in the workplace requires an understanding of the root causes of bullying. This can be achieved through comprehension of the characters of the victims and those of the bullies. For instance, the bullies may be delinquents and may also develop sense dominance over the victims.
Development of a cohesive and interactive work environment can help in the development of a non-bullying culture in the work place. In the hospitality industry, bullying should be curbed before uncontrollable escalation because it has the potential of reducing customer trust in the services of the institution (Rosependa et al., 2009). Bullies may not limit their actions to fellow workers but may extend to customers resulting in the loss of clients. In conclusion, the termination of bullying in the work place requires the application of stern measures to completely eradicate the vice. Escalation of bullying can impact the work place negatively in so many ways than necessary.
Aasland, M.S., et al. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452.
Cortina, L.M. (2008). Unseen injustice: Incivility as modern discrimination in organizations. Academy of Management Review, 33 (1), 55-75.
Rospenda, K., Richman, J. A., & Shannon, C. A. (2009). Prevalence and mental health correlates of harassment and discrimination in the workplace: Results from a national study. Journal of Interpersonal Violence, 24, 819-843.
Spitzberg, B. H. (2003). Methods of interpersonal skill assessment. In J. O. Greene & B. R. Burleson (Eds.), Handbook of communication and social interaction skills (pp. 93-134). London, England: Psychology Press.
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