Bevan Catley

Neutralizing workplace bullying: the buffering effects of contextual factors.

Purpose – The purpose of this paper is to examine the direct and buffering effects of three workplace contextual factors – constructive leadership, perceived organizational support, and organizational anti‐bullying initiatives – on bullying and its relationships with relevant criteria. Further, the paper aims to investigate the effectiveness of organizational initiatives against bullying as perceived by targets and non‐targets.Design/methodology/approach – Data were collected from 727 employees in nine New Zealand healthcare organizations. Of these, 133 employees were classified as bullied, as they had experienced at least two negative acts per week over the last six months.Findings – Correlations revealed negative relationships between the three contextual work factors and bullying. Moderated regression showed that perceived organizational support buffered the relationship of bullying with self‐rated job performance, and that organizational initiatives against bullying buffered the relationship of bullyi...

Workplace bullying in New Zealand: A survey of employee perceptions and attitudes†

Bullying at work, a severe form of anti-social behaviour, has become an issue of major concern to workers, organisations, unions and governments. It has also received considerable attention in organisational behaviour and human resource management research over the past 20+ years. Research has been conducted on the prevalence of bullying at work and factors which contribute to bullying, but less attention has been accorded to personal coping with bullying and organisational-level responses to counteract bullying. The present paper reports findings from a survey of over 1700 employees of 36 organisations in New Zealand. We describe the reported incidence of bullying at work, along with relevant work attitudes and experiences, including psychological strain, ratings of subjective well-being, and levels of commitment to the organisation. Personal experience of bullying was reported by 17.8% of respondents, and was significantly correlated with higher levels of strain, reduced well-being, reduced commitment to their organisation, and lower self-rated performance. Personal coping strategies were generally unrelated to these outcomes. On the other hand, the perceived effectiveness of organisational efforts to deal with bullying was considered an important contributor to both the occurrence of bullying and reduced negative effects of bullying. Overall, our findings illustrate the importance of developing organisational-level strategies to reduce the incidence of bullying and to counteract its negative impact, rather than expecting individuals to develop personal strategies to cope with this problem.

Predictors of Workplace Bullying and Cyber-Bullying in New Zealand

Background: The negative effects of in-person workplace bullying (WB) are well established. Less is known about cyber-bullying (CB), in which negative behaviours are mediated by technology. Drawing on the conservation of resources theory, the current research examined how individual and organisational factors were related to WB and CB at two time points three months apart. Methods: Data were collected by means of an online self-report survey. Eight hundred and twenty-six respondents (58% female, 42% male) provided data at both time points. Results: One hundred and twenty-three (15%) of participants had been bullied and 23 (2.8%) of participants had been cyber-bullied within the last six months. Women reported more WB, but not more CB, than men. Worse physical health, higher strain, more destructive leadership, more team conflict and less effective organisational strategies were associated with more WB. Managerial employees experienced more CB than non-managerial employees. Poor physical health, less organisational support and less effective organisational strategies were associated with more CB. Conclusion: Rates of CB were lower than those of WB, and very few participants reported experiencing CB without also experiencing WB. Both forms of bullying were associated with poorer work environments, indicating that, where bullying is occurring, the focus should be on organisational systems and processes.

Understanding workplace violence: the value of a systems perspective.

Workplace violence is a leading form of occupational injury and fatality, but has received little attention from the ergonomics research community. The paper reports findings from the 2012 New Zealand Workplace Violence Survey, and examines the workplace violence experience of 86 New Zealand organisations and the perceptions of occupational health and safety professionals from a systems perspective. Over 50% of respondents reported violence cases in their organisation, with perpetrators evenly split between co-workers and external sources such as patients. Highest reported levels of violence were observed for agriculture, forestry and construction sectors. Highest risk factor ratings were reported for interpersonal and organisational factors, notably interpersonal communication, time pressure and workloads, with lowest ratings for environmental factors. A range of violence prevention measures were reported, although most organisations relied on single control measures, suggesting unmanaged violence risks were common among the sample.

When Workplaces Go Sour — Bullying at Work

“[the bullying behavior] took various forms- “‘It included putting fish oil in her bag, covering her with chocolate sauce, telling her that she was worthless and didn’t deserve to be here, — those sorts of things’ and ‘they would just grab her and hold her down and put oil over her so she couldn’t get away (this occurring) on three or four occasions’” (White, 2008, p. 2)

Managing workplace bullying experiences in nursing: the impact of the work environment

To progress our understanding of good practice in the management of workplace bullying, the authors explored the influence of work environment factors on bullying intervention. Analysis of focus group data from public hospitals in New Zealand revealed factors at multiple levels in the work environment system that influenced intervention. Many of these factors have previously been identified as antecedents to bullying, suggesting that the work environment hypothesis can also be applied to the management of workplace bullying experiences.

Workplace bullying complaints: lessons for “good HR practice”

Purpose Current research provides an incomplete picture of the challenges facing human resource personnel (HRP) tasked with managing a workplace bullying complaint. The purpose of this paper is to provide a holistic model of the complaint management process in order to advance the theorising of HRP’s role in this important process, and the challenges they face in undertaking it. Design/methodology/approach Cases of workplace bullying heard before the legal system were analysed – a novel data source in research on workplace bullying. Thematic analysis was undertaken on the case determinations to identify the challenges HRP faced that prevented the resolution of the complaint. Findings The analysis indicated two key phases in the complaints management process with five associated challenges. The first two challenges were related to HRP’s ability to assess the substance of the complaint. HRP’s ability or inability to “sort out” conflicting accounts and to follow the process saw the complaint follow one of three “resolution pathways”. Three further challenges were associated with HRP communicating the outcome to the complainant. Failure to overcome these challenges left the complainant aggrieved at the unfairness in which their complaint had been handled – triggering legal action. Originality/value This paper draws on a novel data source to provide a holistic model of the complaint management process related to workplace bullying which details the various components and challenges related to HRP throughout the process. Alongside advancing theory, this research has practical value for improving HR practice.

Time Management and the Full-Time Sportsperson: Increasing Individual Perceptions of Time Control

For the full-time athlete, effective time management can contribute to sporting success as well as helping them to avoid harmful effects to their psychological well-being. One important source of tension and potential stress lies in the difficulty sportspeople and their families have in recognising and establishing the boundaries between work time and ‘non-work’ time Utilising a process model of time management, this paper maintains that the goal of any time management initiative should be to enhance the individuals perception of time control. Building on this insight and drawing on applied research in the fields of psychology and organisation studies, strategies for effective time management are discussed. However, in contrast to many ‘self-help’ books in this area, this paper does not simply advocate one ‘correct’ way to manage time but contends that any potential strategy should be used in conjunction with the individuals preference for organisation