Workplace bullying: consequences, causes and controls (part two)

Abstract

PurposeThis paper's aim is to examine workplace bullying – what it is and its causes, consequences – and to offer managers control systems on how to counter, reduce or eliminate it. The scale of bullying in the workplace is quite alarming – it is estimated that 1.7 million Americans and 11 percent of British workers have experienced bullying at work in the last six months. Until now the topic has many problems identified but limited solutions. This article attempts to close that gap.Design/methodology/approachThe two‐part article begins with a review of definitions/descriptions of workplace bullying. Next, an exploratory look at the consequences of workplace bullying is presented and demonstrates its impact on victims and organizations. Moreover, a summary of potential sources will be exposed ranging from personality traits to organizational constructs. Finally, the article will approach three organizational strategies that have been proven to act as control systems towards workplace bullying.FindingsIt is found that transformational and ethical leadership are both very effective tools for managers to counter workplace bullying and that the instauration of an ethical climate in the workplace appears to be the most effective in avoiding workplace bullying from forming.Research limitations/implicationsThe paper does not compare control systems against one another and does not explore the effectiveness of bullying predictors.Originality/valueThe paper offers a comprehensive approach in understanding workplace bullying, its causes and its consequences. As well, it offers tools to managers on control systems designed to counter it. The topic is quite new in the literature and very relevant in terms of incidents that are repeated in the popular press but limited in terms of research articles.