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Bullying at the workplace – a problem for Public sector employees?

Bullying at the workplace – a problem for Public sector employees?. agenda. Introduction What is bullying? How bullying affects job satisfaction and health The aim of the study Methodology Findings Managerial implications Conclusion Direction for future studies. introduction.

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Bullying at the workplace – a problem for Public sector employees?

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  1. Bullying at the workplace – a problem for Public sector employees?

  2. agenda • Introduction • What is bullying? • How bullying affects job satisfaction and health • The aim of the study • Methodology • Findings • Managerial implications • Conclusion • Direction for future studies

  3. introduction • Bullying in the workplace is a growing problem in Europe [European Foundation for the improvement of living and working conditions, 2007] • It is a new research area, and studies have mainly been conducted in the Northern European countries [Einarsen, 2000] • In Denmark, Managers are responsible for ensuring "that the work does not involve a risk of physical or psychological health as a result of bullying" [Dofradottir, 2002]

  4. What is bullying? (1) • Bullying can take various forms such as social isolation, critique of attitudes, verbal aggression, rumours etc. [Zapf, 1996] • No commonly accepted definition of bullying exists, but a central aspect across the definitions applied is that there must exist a number of “repeated and enduring negative acts”[Einarsen, 2000]

  5. What is bullying? (2) • Bullying occurs due to an imbalance in the power-relationship or a dependency toward the offenders, making the victims unable to defend themselves [Einarsen, 2000] • Bullying only takes place if the offender feels that bullying is deemed legitimate by the manager [Einarsen, 1999] • Tolerance of bullying is communicated by sanctions and anti-bullying policies [Einarsen, 1999]

  6. How bullying affects job satisfaction and health? • Bullying has a negative effect on job satisfaction [Rodriguez-Munoz, 2009; Glomb et. al, 1999; Hoel and Cooper, 2000; Keashly et al. 1994; Price Spratlen, 1995; Quine, 1999] • And a negative effect on health and well-being [Niedl, 1996; Glomb et. al, 1999; Hoel and Cooper, 2000; Quine, 1999; Agervold, 2004; Nielsen et al., 2013; Vartia, 2001; Clausen et al., 2012; Einarsen and Raknes, 1997] • No study focuses on a specific organization, which allow control for for instance common personnel policies

  7. The aim of the study • To examine whether bullying influences job satisfaction and self-rated health in a large Danish municipality on an equal footing with job demands, emotional demands, influence and social support

  8. The estimated model

  9. Methodology (1) • Cross-sectional study based on an electronic employee survey conducted in 2012 • 4,162 participants from a Danish Municipality • All variables stem from the medium length version of the Copenhagen Psychosocial Questionnaire II, COPSOQ II

  10. Methodology (2) Measuring bullying: • The participants are presented with a definition of bullying and then asked whether they have been exposed to bullying during the last 12 months • This is a commonly accepted method [C.f., e.g., Hoel & Cooper, 2000; Agervold, 2004; Vartia, 2001; Clausen et al., 2012; Kivimaki et.al., 2000; Einarsen et al., 1994; Ortega et al., 2009]

  11. findings

  12. findings Significant differences between bullied and non-bullied employees

  13. Managerial implications (1) Managers’ can influence job satisfaction and health, not only through psychosocial work characteristics, but also through anti-bullying initiatives Initiatives to prevent and monitor bullying: [Salin, 2008] • Written policies • Information • Bullying surveys • Training • Statistical recording of cases of bullying

  14. Managerial implications (2) • Managers should strive for: • Performing a cooperative management style based on integrity, support, and consideration for employees [Hoel & Cooper, 2000; Cooper-Thomas, 2013] • Creating a good work-climate free from work stress [Hoel & Cooper, 2000]

  15. Managerial implications (3) Employees’ priority list of how to prevent bullying: • Have a policy for workplace bullying • Encourage to have an open and respectful communication between employees • Develop clear procedures for dealing with complaints about bullying [Cooper-Thomas et al., 2013] • Only one of four municipalities records statistical information on bullying cases [Salin, 2008]

  16. conclusion • Bullying can influence public sector employee job satisfaction and health, on an equal footing with psychosocial work characteristics • Municipalities might focus on anti-bullying initiatives to ensure a healthy and attractive work environment; this might meet the challenge of recruiting staff [Salin, 2008]

  17. Future studies • Significant interactions between the included variables in the model might be the subject of future research • Use of longitudinal data might enhance the causal conclusions • Including personal characteristics might be beneficial

  18. Thank you! • Please feel free to comment now or later to akln@asb.dk

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