Workplace Bullying: A Common and Serious Issue in Organizations

中文版

Workplace bullying is a common and serious problem in organizations that not only affects employees’ mental health but also damages work efficiency. Detailed definitions and forms of workplace bullying are thoroughly explained in research on Wikipedia (see Wikipedia | Workplace Bullying). In Japan, workplace bullying is considered a form of harassment, and the characteristics of workplace bullying have been extensively described in the Japanese publication “Personnel and Labor Professional Magazine” (see 人事労務のお役立ちマガジン｜ハラスメントの種類一覧！各定義と会社が取るべき対策｜人事労務Q&A). Here, I will briefly express my views on the causes of workplace bullying, the workplace atmosphere that exhibits bullying, suppression methods, and prevention mechanisms, and offer some suggestions.

“Power Imbalance” is The Main Cause of Workplace Bullying

Workplace bullying usually arises from the inaction of the organization’s top management. When certain employees serve as supervisors and possess the power or influence over personnel assessments and job assignments, they may use these advantages to control or suppress subordinates. If the organization’s leaders do not intervene, and there is no effective mechanism to stop it, a culture of bullying can form. Power imbalance is commonly seen in organizational workplaces such as government institutions or enterprises where power and interests are intertwined. This power imbalance leads to psychological abuse, and due to the difficulty of providing evidence, workplace bullying becomes even more terrifying.

Behavior of Workplace Bullies

Workplace bullying behavior can be broadly categorized into two types:

Contempt:
- Forming cliques to isolate individuals.
- Assigning tasks to employees that do not match their skills or performance without any reasonable justification, including providing no tasks at all.
Oppression:
- Physical attacks.
- Loudly lecturing or scolding employees in front of others.
- Making excessive demands on employees, assigning unmanageable workloads or unattainable goals, and severely reprimanding them if they fail to meet these demands. This also includes assigning non-work-related chores.
- Intruding into employees’ private lives, such as inquiring about their personal relationships or leaking personal information.

Workplace Atmosphere with Bullying

When we enter a work environment with workplace bullying, we may feel the following:

Tense and Oppressive Atmosphere: Outsiders may sense a tense atmosphere in the office, where employees behave cautiously, as if they fear making mistakes or saying the wrong things.
Lack of Interaction Among Employees: There is a lack of communication and interaction among employees, with minimal exchange, sometimes even complete silence. This may manifest in meetings where only a few people speak while most choose to remain silent.
Obvious Isolation of Individuals: Some employees may be observed being isolated or ostracized, clearly ignored or excluded in group activities or daily work.
Condescending Communication by Management: Management may use threatening or aggressive tones towards employees, even scolding them in public, which further oppresses the workplace atmosphere.
Low Employee Morale: Employees may appear fatigued, anxious, or listless, lacking enthusiasm and positivity.
Cold Office Atmosphere: The office may lack vitality, with minimal laughter and friendly interaction among employees, making the overall environment seem cold and dull.

These manifestations can make us feel that workplace bullying exists and generate a negative and repellent impression of that environment.

Increased Turnover Rate as a Quantifiable Indicator

Employees generally stay in a work environment for a stable period until they find better conditions. The turnover rate is higher shortly after leaving school and decreases with age as stability increases. However, in workplaces with bullying behavior, all employees endure high mental stress and seek to escape such an environment, resulting in a consistently high turnover rate regardless of tenure or age. Therefore, turnover rate and its analysis serve as a reliable quantitative identification tool.

Methods to Suppress Workplace Bullying

Establish Clear Anti-Bullying Policies and Define Bullying Behavior:
In addition to formulating and communicating a zero-tolerance bullying policy, it is more important to clearly define and describe bullying behavior so that employees, especially supervisors, understand the consequences of their actions.
Continuous Training for Management:
Continuously provide relevant training to management, reminding them to be mindful of their power usage and helping them identify and handle bullying behavior within their departments or among their staff, thereby enhancing their awareness and handling capabilities.

Establish Mechanisms to Prevent Workplace Bullying

Organizations need to establish a systematic prevention mechanism to fundamentally prevent workplace bullying, including:

Establish Turnover Rate Analysis Report Mechanism:
Analyze turnover rates using trend comparisons to enhance the organization’s sensitivity to workplace atmosphere, serving as a basis for implementing preventive interventions.
Conduct Regular Organizational Atmosphere Surveys:
The impact of workplace bullying is usually unit-wide. Using group surveys to record trends in the organizational atmosphere helps understand the work environment and interpersonal relationships early on, avoiding the biases of individual surveys.
Establish Independent Third-Party Communication Mechanism:
Internal grievance systems are ineffective because grievance handling processes are within the organization and cannot provide objective support, known as “officials protecting each other.” Only an independent third-party grievance channel can make complainants feel safe and supported. Establish independent, open, and transparent communication channels so that employees feel they can speak up and their opinions are taken seriously.
Include Turnover Rate in Unit Performance Metrics:
Most performance systems currently focus on individual performance. However, single internal competition can lead to vicious competition and interpersonal conflicts. Including team-based indicators in the performance system promotes cooperation and inclusivity, reducing bullying behavior. Including unit turnover rates in unit performance metrics can foster harmony in internal relations and incentivize supervisors to handle employee relationships better, improving overall unit performance.
Evaluate and Select Supervisors:
Using “Personality and Preference Inventory” analysis (see “Get the Lowdown on Personality Tests, Stop Leaving Hiring to Chance“), individuals with high “dominance needs,” “performance drive,” and “critical nature” are prone to strong control desires and bullying behavior when they gain power. These traits are inherently latent and unrelated to ability. Such individuals often display proactive performance and form small groups, actively approaching supervisors and appearing diligent and capable. Paying attention to these analyses and regular performance during supervisor selection can reduce the chances of workplace bullying.

Conclusion

Workplace bullying has profound negative impacts on individuals and organizations. By understanding its formation factors, recognizing potential atmospheres, adopting effective suppression methods, and establishing preventive mechanisms, workplace bullying can be effectively reduced, creating a healthier and more harmonious work environment. Everyone should feel respected and fair in the workplace, which is not only an individual right but also a reflection of societal progress.

References

Wikipedia | Workplace Bullying
人事労務のお役立ちマガジン｜ハラスメントの種類一覧！各定義と会社が取るべき対策｜人事労務Q&A