Bullying In The Workplace

The Impact of Workplace Bullying
Hazel Henderson
Management Communications with Technology Tool: BUS600
Miguel Corona
June 2, 2014

Management Com

The Impact of Workplace Bullying
According to Wiedmer 2010, thinking and making interpretation about the bullying in most of the cases are associated with the psychological problem, bad influence and emotional abuse. Workplace bullying is a pervasive practice by malicious individuals who seek power, control, domination, and subjugation (Wiedmer, 2010). About 37% of the US workforce is being bullied, and mostly women are victimized. Bulling sways the work relates to excellence, performance and job satisfaction, this in turn reduces the company’s
efficiency and customer satisfaction. Bullied individuals are experiencing great stress, long-term illness, restlessness and being specific emotional impacts play a vital role in this case (Resch, 1997).
Many people are carrying their problems home, and this has a greater influence on an individual 's life and sometimes could be leading to suicide (Georgakopoulos, Wilkin, & Kent, 2011). Bullied person losses their faith with the company’s management as they will not extend any support to them in handling the issues; resulting in workers leaving the organization. In addition, these bullied persons are mostly affected with the health problems which are aggravated by the psychological fear. Workplace bullying will have a direct impact on the entire workplace and its outcome are reduced quality of work, lack of performance and the victim will suffer to get a change in the job position. This leads to higher expenditure for the company. As a result of non-appearance or efficiency among the workforce or some variation, company will be forced to spend more in order to achieve the required efficiency (Resch, 1997). In addition workers survey and high variation leads to a bad reputation to the company. This creates a bad impression in the public as a complex place to work with. This in turn reduces the worker’s performance and achievements and reduces the organization value in the minds of employees. It is harmful to make discrimination in the workforce even thought it may be dependent on the person’s outlook towards the ordinary communication. There are cases where the corporate characteristics are disrupted due to the workers lack of trust with the organization and this result in business losing its dedication and increase the expenditure (Georgakopoulos, Wilkin, & Kent, 2011). From the various research, surveys and analysis it is clear that, those who gets bullied in the organizations is the one who possess more technical skills; they have high emotional intelligence and mostly gets appreciated for their performance by both management and customers.
Similarly, highly skilled workers are victimized for bullying. If an employee is having better social skills and being liked better and with honesty and ethics then these people are bullied. The main reason for victimizing these target people were alienating these employees from the social interaction and for withholding the validation and this results in co-worker maintaining distance from this group and this makes them more powerful in the organization (Workplace Bullying Institute, 2011).
Next is bullying based on the gender or education is considered to be stereotyping, and these behaviors’ are assigned to a group of people who are connected to their sexual orientation, contest and people (Nittle, n.d.). In other words, people are being grouped which serves as a guide to be bias and to overlook the range and this in turn will affect the productivity and processes. This clearly indicates that the workforce will not be in a position to resolve this problem. Mostly honesty of individuals cannot be tolerated by many people, and this in turn results, in bullying of these individuals. Main reasons for the existence of this problem are the work deficiency of organization and the manager command behavior.
There are few cases, were the managers are even unaware about the deficiencies.
Every problem has a solution (Wiedmer, 2011). There are many ways to supervise the bullying workplace as this is an ordinary process in the workplace, and many people must be aware of the happenings. First, organization must make a modification in the labor organization in order to make the working environment better, and this will enable in leveling the scope for increasing the employee incentive. More modification has to be made in the managerial behavior in order to arrange in making preparation instead of distressing the bullying course. Every worker must be distressed and the working climate must be improved (Wiedmer, 2011). This can be achieved only by conducting the team meeting or having personal conversation with employees, which will enable them in discussing their issues and to resolve them immediately. Providing appropriate coaching in handling the conflicts by the employees independently will reduce the intensity of
bullying. An external consultant can be hired for resolving the prevailing issues as they can provide more new innovative ideas to manage the problem. There can be some contract agreement between both management and work committee such that outlawing of basis and workforce bullying will be defined in the agreement about the requirement of additional education and the also for workshop related to the issues (Resch, 1997). Fact is that bullying in the workplace mainly depends upon the number of aspects present in life. There are numerous people who are being influenced by these courses of action. Besides this, it provides for demonstration about the degree of bullying and its impact on the process and individual.

References:
Einarsen, S. (1999). The nature and causes of bullying at work. International Journal of
Manpower, 20(1/2), 16-27. doi: 10.1108/01437729910268588 Fisher-Blando, J. L. (2008). WORKPLACE BULLYING: AGGRESSIVE BEHAVIOR AND ITS EFFECT ON JOB SATISFACTION AND PRODUCTIVITY. Retrieved from UNIVERSITY OF PHOENIX website: http://www.workplaceviolence911.com/docs/20081215.pdf Georgakopoulos, A., Wilkin, L., & Kent, B.
(2011). Workplace Bullying: A Complex
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Nittle, N. K. (n.d.). What Is a Stereotype – Examples and Definition of Stereotypes?
Retrieved May 18, 2014, from http://racerelations.about.com/od/understandingrac1/a/WhatIsaStereotype.htm Resch, M. (1997). Mobbing und Konflikte am Arbeitsplatz. Retrieved from DGB-Informationen zur Angestelltenpolitik 03/97 website.http://dortmund.verdi.de/++file++531b50f66f6844767700020b /download/Mobbing-und- Konflikte-am-Arbeitsplatz.pdf

Wiedmer, T. L. (2011). Workplace Bullying: Costly and Preventable. Delta Kappa Gamma
Bulletin, 77(2), 35-41. Retrieved from http://www.questia.com/library/journal/1P3-2257395091/workplace-bullying-costly-and-preventable

Workplace Bullying Institute (2011). Frequently Asked Questions | Workplace Bullying
Institute. Retrieved May 18, 2014, from
http://www.workplacebullying.org/faq.html