Killing two birds with one stone: how intervening when witnessing bullying at the workplace may help both target and the acting observer

Workplace Bullying Seen from the Perspective of Bystanders: Effects on Engagement and Burnout, Mediating Role of Positive and Negative Affects

The first and original aim of this study was to measure the impact of workplace bullying (WB) seen from the perspective of the witnesses (bystanders) on the work engagement and the burnout of these bystanders. The second aim was to test the mediating roles of affects between WB seen from the perspective of bystanders and two resulting variables, bystanders' work engagement and bystanders' burnout. This study was conducted using self-administered questionnaires with WB bystanders (n = 222) from the Cameroonian health sector. The results indicated that positive and negative affects played mediating roles between WB as seen by witnesses and the two resulting variables, burnout and work engagement. This study offers new avenues for intervention on the issue of WB bystanders. In addition to prevention for victims, witnesses experiencing bullying as bystanders in Cameroon must be supported and accompanied by occupational health services, occupational and psychosocial risk prevention workers, psychologists, as well as human resources.

When the Going Gets Tough and the Environment Is Rough: The Role of Departmental Level Hostile Work Climate in the Relationships between Job Stressors and Workplace Bullying

In line with the work environment hypothesis, the present study investigates whether department-level perceptions of hostile work climate moderate the relationship between psychosocial predictors of workplace bullying (i.e., role conflicts and workload) and exposure to bullying behaviours in the workplace. The data were collected among all employees in a Belgian university and constitutes of 1354 employees across 134 departments. As hypothesized, analyses showed positive main effects of role conflict and workload on exposure to bullying behaviours. In addition, the hypothesized strengthening effect of department-level hostile work climate on the relationship between individual-level job demands and individual exposure to bullying behaviours was significant for role conflict. Specifically, the positive relationship between role conflict and exposure to bullying behaviours was stronger among employees working in departments characterized by a pronounced hostile work climate. In contrast to our predictions, a positive relationship existed between workload and exposure to bullying behaviours, yet only among individuals in departments with low hostile work climate. These findings contribute to the bullying research field by showing that hostile work climate may strengthen the impact of role stress on bullying behaviours, most likely by posing as an additional distal stressor, which may fuel a bullying process. These findings have important theoretical as well as applied implications.

Last in, first out? Length of service as a moderator of the relationship between exposure to bullying behaviors and work-related outcomes

In the present study, we proposed and tested a conceptual model of length of service in the organization as a moderator of the relationship between exposure to workplace bullying behaviors and turnover intention, as mediated through job dissatisfaction. Specifically, based on the conservation of resources theory and organizational socialization research, we hypothesized that bullying exposure would be more detrimental to employees relatively new to the organization, and less so to those with a long length of service. We employed a probability sample from the Norwegian workforce (N = 1003), with data collected at two time-points separated by six months. In line with previous research, we found that exposure to workplace bullying behaviors predicts increased levels of stability-adjusted turnover intentions, and, that job dissatisfaction mediates this association. Moreover, the mediation effect was dependent on length of service, such that it only was present at average (50th percentile; 8.5 years) and short employment length (16th percentile; 2.5 years), and was significantly stronger for the latter group. Additionally, a Johnson-Neyman test of significance regions revealed that the moderation effect became non-significant at the 69th percentile (14.6 years of length of service) in the present sample. This indicates that while short length of service represents a risk condition for work-related outcomes of bullying exposure, long length of service may represent a resource relating to individual resilience that accumulates over long time-spans.

How are witnessed workplace bullying and bystander roles related to perceived care quality, work engagement, and turnover intentions in the healthcare sector? A longitudinal study

BACKGROUND

Workplace bullying is widespread in the healthcare sector and the negative effects are well known. However, less attention has been paid to bystanders who witness bullying in the workplace. Bystanders can affect the bullying process by engaging in active, passive, or destructive behaviors. There is a need to study work-related and organizational consequences of witnessing bullying and bystander behaviors.

OBJECTIVE

The aim was to explore how witnessed workplace bullying and bystander behaviors are associated with work-related and organizational consequences, such as perceived quality of care, work engagement, and turnover intentions, among healthcare workers over time.

DESIGN

Longitudinal design. An online questionnaire was administered twice over the course of six months.

SETTING(S)

Employees in the healthcare sector in Sweden, such as physicians, nurses, and assistant nurses, responded to the questionnaire.

PARTICIPANTS

1144 participants provided longitudinal data.

METHODS

Structural equation modeling was used to explore the associations between witnessed bullying, bystander behavior, work-related and organizational factors over time.

RESULTS

Witnessed workplace bullying (B = -0.18, 95 % CI [-0.23 to -0.12]) and the bystander outsider role (B = -0.24, 95 % CI [-0.29 to -0.19]) were statistically significantly related to a decrease in perceived quality of care. Work engagement was statistically significantly predicted by all three bystander roles over time; positively by the defender role (B = 0.11, 95 % CI [0.05-0.17]), and negatively by the outsider role (B = -0.23, 95 % CI [-0.29 to -0.16]), and the assistant role (B = -0.32, 95 % CI [-0.41 to -0.24]). The outsider role (B = 0.12, 95 % CI [0.02-0.22]), the assistant role (B = 0.17, 95 % CI [0.03-0.30]), and witnessed workplace bullying (B = 0.18, 95 % CI [0.08-0.29]), all positively predicted increased turnover intentions at a subsequent time point.

CONCLUSIONS

In addition to the direct negative impact workplace bullying has on those targeted by it, witnessing bullying and taking different bystander roles can have work-related and organizational consequences by influencing perceived care quality, employees' work engagement, and their intention to leave the organization.

Mental Health Problems as a Risk Factor for Workplace Bullying: The Protective Effect of a Well-Functioning Organization

This study examined a strain-stressor association, when mental health problems may lead to subsequent workplace bullying, and a mechanism of how this can happen. I hypothesized that the association between mental health problems and bullying depends on the perceived role clarity and order in the organization, and that sickness presenteeism (SP) mediates this association. The study is based on a longitudinal probability sample drawn from the total number of employees in Sweden. Workplace bullying, mental health, SP, and role clarity and order in the organization were assessed using a questionnaire. The results showed that mental health problems are associated with an increased risk for subsequent bullying, consistent with previous findings. However, this risk depends on the level of role clarity and order in the organization. The results also show a partial indirect effect via SP. This means that if one has mental health problems and persists in coming to work although one should have stayed at home, the risk of bullying increases. The indirect effect depends also on the level of order in the organization. The findings suggest that individual deficits, such as mental health problems, are associated with subsequent bullying only if organizational deficits are also present.