Expert Answer :2-3pg paper on Impact of Workplace Bullying in reg

  

Solved by verified expert:The Impact of Workplace BullyingReview the Wiedmer article regarding workplace bullying.Develop a two- to three-page APA- formatted paper that responds to the following:Provide a review of the article. Describe the impact of workplace bullying on both the victims and the organization.Reflect on a time when you may have witnessed workplace bullying. Discuss at least two practices of workplace bullying addressed in the article that were applicable to your scenario.Recommend at least two techniques from the article that management should implement to provide a positive impact on workplace bullying. Support your response with additional information from the textbook or additional research.Your paper must be two to three pages (not including title and reference pages) and must be formatted according to APA style as outlined in the approved APA style guide. You must cite two scholarly sources – Please use source attached as one of the sources.
workplace_bullying_costly_and_preventable.pdf

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Winter 2011 • Morality in Education
35
Workplace Bullying: Costly and
Preventable
By Terry L Wiedmer
W
orkplace bullying is a pervasive practice by malicious individuals who seekpower, control,
domination, and subjugation. In businesses or schools, such bullying is an inefficient
way of working that is both costly and preventable. Senior management and executives are
ultimately responsible for creating and sustaining bully-free workplaces. Workplace bullies can be
stopped if employees and employers work together to establish and enforce appropriate workplace
policies and practices. This article presents information about workplace bullying, including its
prevalence, targeted individuals, bullying behaviors, employer practices, and steps to prevent
bullying. In the end, leadership and an environment of respect provide the ultimate formula for
stopping workplace bullying.
Bullying occurs between and among people in all venues—in the home, community, and
workplace. It is a pervasive, targeted, and planned effort that can be overtly obvious or
can fly under the radar and is conducted by practiced and malicious individuals who seek
power, control, domination, and subjugation. The impacts of such actions—in terms of
finances, emotions, health, morale, and overall productivity—are destructive, and the
ramifications are limitless (Mattice, 2009). Because no one is immune from the potential of
being subjected to bullying in the workplace, this topic merits further review and analysis
(Van Dusen, 2008).
:
To combat workplace bullying, often referred to as psychological harassment or
violence (Workplace Bullying Institute [WBI], 2007), employers must have a full range of
policies in place and means available to them to create and maintain a healthy workplace
culture and climate. Although they are not generally for-profit endeavors, schools and
school systems are purposeful businesses that share the same concerns and have the same
responsibility to ensure that each employee works in a respectful environment and is not
subjected to workplace bullies.
Workplace Bullying

According to the Workforce Bullying Institute (WBI), workplace bullying is
the 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. (Definition of Workplace Bullying, para. 1)
Bullies seek to induce harm, jeopardize one’s career and job, and destroy interpersonal
relationships. The behaviors of bullies harm people and ravage profits.
36
The Delta Kappa Gamma Bulletin
Prevalence of Workplace Bullying
Thirty-seven percent of U.S. workforce members report being bullied at work; this amounts
to an estimated 54 million Americans, which translates to nearly the entire population of
the states of Washington, Oregon, California, Nevada, Arizona, and Utah (Namie, 2007).
These statistics are based on the August 2007 responses of 7,740 participants in the
online WBI-Zogby U.S. Workplace Bullying Survey; the respondents comprised a sample
representative of all American adults. The WBI-Zogby survey is the largest scientific
study of bullying in the United States. Other key and depressing findings of the 2007
study included the following:
• Most bullies are bosses (72%);
• 60% of bullies are men;
• 57% of targets are women;
• Bullying is four times more prevalent than illegal forms of harassment;
• 62% of employers ignore or worsen the problem;
• 45% of targets suffer stress-related health problems;
• 40% of bullied individuals never tell their employers; and
• only 3% of bullied people file lawsuits. (WBI, Key Findings, para. 2)
These workplace bullying activities resulted in the targets reporting stress-related health
problems such as debilitating anxiety, panic attacks, clinical depression, and even posttraumatic stress (WBI).
Another significant finding of the WBI-Zogby survey was that, in 72% of cases,
bullies had control over the targets’ livelihood and consequently used this leverage to inflict
pain or to block transfers, thus forcing employees to quit or lose their jobs (Namie, 2007).
In addition to having to leave a job or a profession of choice, other reported economic
impacts imposed by bullies included the target being forced to transfer (13%), being
discharged without reasonable cause (24%), and quitting to address a decline in health and
sanity (40%) (Namie, 2007). Controlling bullies seek to make targets resign, which results
in unemployment, loss of health insurance, and the inability to seek medical attention.
Accordingly, the bottom line is that all members of society pay for the consequences
of unacceptable workplace behaviors and practices. According to the WBI, workplace
bullying is thus a silent epidemic.
Profiles of Targets
The WBI (2007) reported that 61% of bullying occurs within the same gender, and 71% of
female bullies target other women. In 2000, a WBI study found that veteran employees—
often the best and brightest, not the weakest—are often selected to be targets (WBI,
2010). Bullies typically target individual(s) they perceive to pose a threat. Skilled targets
are often sabotaged by insecure bully bosses who take credit for the work of the targets,
who are thus not recognized or rewarded for their talents and contributions.
Based on findings from thousands of interviews in 2000, the WBI researchers
Dr. Terry L. Wiedmer is an associate professor of curriculum in the Educational
Studies Department of Teachers College at Ball State University, Muncie, IN.
She currently teaches undergraduate teacher education courses and graduate
courses specializing in supervision and instruction, staff development, and
public relations. A 32-year member of Delta Kappa Gamma, Dr. Wiedmer
belongs to Beta Mu Chapter, IN, and serves on the research committee. She
is a graduate of the 1983 DKG Leadership Management Seminar, recipient
of an Ola B. Hiller International Scholarship, and grantee of an Educational
Foundation Self-initiated Study Grant, twiedmer@bsu.edu
‘.

Winter 2011 • Morality in Education
37
confirmed workplace bullies typically target independent employees who refuse to
be subservient. Furthermore, in 2010 WBI confirmed that targets were typically more
technically skilled than the bullies and that they were the “go to” veteran employees from
whom new workers sought guidance. Collectively, the targets were reportedly better liked,
had more social skills, likely possessed higher emotional intelligence, and were appreciated
by colleagues, customers, and management (bullies excluded) for the warmth and care
they brought to the workplace (WBI, Who Gets Targeted). The principal weapons that
bullying bosses and coworkers reportedly employed were alienating these targets from
social interaction and withholding validation. As a result, coworkers often chose to separate
themselves from the target out of fear of being the next victims (WBI, 2010).
Ethics and honesty are attributes often commonly possessed by targets. In particular,
whistle blowers who expose illegal or fraudulent behaviors are most vulnerable to being
bullied. Targets can be typified as morally superior to bullies due to their generally
nonconfrontational, prosocial orientation focused on a desire to help, heal, teach, develop,
and nurture others (Namie, 2007).
Practices of Employers and the Rights and Responsibilities of Targets
Employers have a moral and social responsibility to protect employees from bullying and
to safeguard those who comprise their workforce. Employees need to be aware of bullying
practices and knowledgeable about their rights and responsibilities, but ultimately managers
and supervisors are the key players who are responsible for building and maintaining healthy
and bully-free work cultures. When managers and supervisors commit time and effort to
talk with their employees about the ecology of relationships in the workplace, employees
better understand what factors foster the evolution of bullying. Such conversations can
aid in policy refinement, improved employee guidance, and professional-development
initiatives that contribute to a healthy and bully-free workplace.
Employees deserve and should be assured their place of employment is one where
respect and civility prevail. Managers, supervisors, and other identified leaders of employees
need to be foot soldiers to lead the fight against bullying—to identify bullies, to protect
the bullied, and to intervene and stop bullying behaviors (Namie, 2007). Employees need
to feel physically, emotionally, and socially safe and to believe they are valued and belong.
Practices of Bullies
Bullying is typically a series of calculated incidents that accumulate over time, carefully
planned and executed by the bully to avoid legal grounds for grievance or disciplinary
actions (Bully Online). Bullies may engage in some or all of the following behaviors toward
their target(s):
t- • consciously undermine the position, status, worth, value, and potential;
• marginalize, ignore, overrule, and freeze out;
• set unrealistic (and even undesirable) goals, timelines, and expectations;
• distort, misrepresent, and twist anything said or done;
• single out, treat one differently from others, or ostracize;
• increase responsibility and simultaneously reduce authority;
• overload with work or have work taken away to trivialize existence;
• deny leave, even when provided for contractually;
• steal or plagiarize work and take credit for it;
• deny opportunities for training that are requisite for job performance; and
• coerce into leaving (constructive dismissal) through no fault of the target and
38
The Delta Kappa Gamma Bulletin
activate early or ill-health retirement (Bully Online, para. 2).
Profile of the Typical Workplace Bully
Bullies engage in predictable and recurring practices to debase and debilitate their targets
(Bully Online). Individuals who engage in such uncivil and amoral workplace bullying
tactics demonstrate common elements and behaviors. Are any of these behaviors evident
in your workplace? If so, you, too, may be subject to potentially being bullied. Workplace
bullies often
• possess a Jekyll and Hyde nature (vindictive in private but charming in public);
• display self-assuredness and certitude to mask insecurity;
• portray self as wonderful, kind, caring, and compassionate, but actual behaviors
contradict this self-crafted persona;
• cannot distinguish between leadership and bullying behaviors;
• counter attack and deny everything when asked to clarify;
• manipulate others through guilt;
• are obsessed with controlling others;
• use charm and behave in an appropriate manner when superiors or others are
present;
• are convincing and compulsive liars in order to account for matters at hand; and
• excel at deception, lack a conscience, and are dysfunctional (Bully Online, para. 3).
At times every employee may demonstrate one or more of these behaviors. The key,
however, is to monitor whether or not the behaviors are recurring and predictable with an
intended outcome to cause harm. The target must document and record accurately when
suspected bullying occurs should a need arise to stop bullying behaviors.
Stopping Bullying
To stop bullying in the workplace requires time, input, policy changes, and a company
culture that does not tolerate bullies. To help managers and supervisors maintain a civilized
workforce and handle bullying, Alsever (2008) outlined and recommended the following
five-step process: (a) understand what constitutes bullying and recognize it in action, (b)
act fast to show that the company will not tolerate bad behavior, (c) enforce a clear action
plan, (d) devise a policy for a civilized workplace, and (e) screen for bullies in the recruiting
process.
Serial violators need to be identified and stopped in their tracks. Policies, rules, and
practices must be in place to make workplaces safe and conducive to workers producing
at peak levels. Bullying hurts the bottom line through lost productivity, low morale, the
departure of experienced workers, and higher health care costs for stressed-out victims
(Ceridian Services, 2008, para. 12).
Chief executive officers, including school superintendents, can ill afford to mislead
their supervisors, managers, and human resource personnel about the level of bullying in
their workplaces. Efforts to cover up bullying may include no reporting, under-reporting,
leveling no punishment, dismissal of the bullied, and promotion of the bully (WBI, How
Bullying Happens). Left unaddressed, bullying can rapidly evolve into a serious workplace
health issue.
Steps to Take
To reduce workplace bullying effectively, employees need to know that they are supported.
The bottom line is that the employer’s return on investment is dependent on the work
Winter 2011 • Morality in Education
39
produced in the workplace. If work is not completed successfully in a business, finances will
suffer and the losses will inspire management to make adjustments. If workers in schools
and school systems cannot be productive because of workplace bullying, the bottom line of
student achievement is impacted. Thus, employers and school leaders need to take positive
steps to address bullying with commitment and intensity.
First, put a policy in place. Second, address directly any reported or suspected
bullying—regardless of who is reported. Third, identify resources and solutions and
make them available to remedy a suspected problem. Those who manage and supervise
employees ultimately represent and enforce workplace policies. They need to be competent
and proactive in employee rights, as well as engage in leadership behaviors that create and
enforce bully-free environments.
Put a policy in place. Workplace policies and procedures for addressing bullying
may include disciplinary and legal consequences, additional supervision and oversight,
training or counseling, and relationship-building
activities. An extremely important aspect of
policy and procedure is to have clear, detailed, and
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