Academic journal article Journal of Business and Educational Leadership

Workplace Bullying: Project Strategy

Academic journal article Journal of Business and Educational Leadership

Workplace Bullying: Project Strategy

Article excerpt

The business case will introduce a structure in which the senior leadership team will consider the risks as well as the benefits of implementing a strategic program. The structure includes developing an action plan for determining whether there is a need to implement a workplace bullying program to prevent and mitigate bullying practices in the workplace. The framework structure for the project includes a predefined structure reported by Stroh & Johnson (2005) and organizational tasks and organizational considerations identified by the authors. The authors support the presentation of the framework with statistical data reported by the 2009 National Business Ethics Survey and the Workplace Bullying Institute to lay the foundation for identifying the problem and determining what data need to be collected and where to find the data. The authors discuss the benefits of implementing the workplace bullying business case framework.

INTRODUCTION

Some organizations have implemented processes and procedures to ensure they have the necessary workforce to adequately meet the desired business needs and to minimize the percentage of low performing employees (Mathis & Jackson, 2008). A number of terms such as right-sizing or downsizing are used to note the efforts by groups to ensure employee levels and business needs are compatible and that low performing employees are properly monitored (Bohlander & Snell, 2007). However, it is just as important for companies to identify and maintain employees who have been noted as high performing (Thompson, Strickland, & Gamble, 2007). If not properly motivated, acknowledged, and rewarded, these employees may move on to other organizations where their needs can be met (Mathis & Jackson, 2008).

In an effort to retain employees that may leave for better opportunities, organizations are looking not only at compensation as a means to retain employees but also intangibles. The intangibles include the work environment, quality-of-life factors as well as trusting relationships (Glendinning, 2001). In addition, the trusting relationships may also include bosses, team members and other co-workers within and outside of departments. The trusting relationships include fellow employees that are considerate, competent, and supportive of individual talents and work situations. In the alternative, the lack of trusting relationships may create situations in which some employees are confronted with workplace bullying situations (Glendinning, 2001).

In order to determine the dynamics of workplace bullying, it is important that there be a clear and definite understanding of this concept. This is first achieved by obtaining a solid definition of the term workplace bullying. "Workplace bullying is defined as a repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators that takes one or more of the following forms: verbal abuse, offensive conduct/behaviors (including nonverbal) which are threatening, humiliating or intimidating, and work interference - sabotage - which prevents work from getting done" ("Workplace bullying defined by the workplace bullying institute," n.d.). "Some researchers make the case that a definition of bullying should include "relational aggression," which can be social (such as gossiping or social exclusion) or direct (such as deliberately ignoring someone or informing them they're not welcome" (The Next Step in Curbing Workplace Bullying, 11/19/2010).

The Workplace bullying concept can be quite significant to an organizational entity and its effects may be varied and far reaching. Workplace bullying in organizations has been noted to impact employee turnover, employee retention, recruiting and succession planning, productivity, and physical health of employees (Glendinning, 2001). Bullying activities "squelch any potential for mentoring and professional development from the ranks, so that, if and when the bully leaves, not only does he or she leave behind a damaged organization, but a leadership vacuum as well" (Glendinning, 2001, p. …

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.