Home | Contact Us

Workplace Bullying

Turney, L. (2003). 'Mental health and workplace bullying: the role of power, professions and "on the job" training.' In L. Morrow, I. Verins, & E. Willis (Eds.), Mental health and work: Issues and perspectives. Adelaide: Auseinet - The Australian Network for Promotion, Prevention and Early Intervention for Mental Health.

In this chapter, Turney writes that workplace bullying is a health and safety issue. She challenges primary intervention, focuses on the behaviour of perpetrators and victims, and considers power relationships and workplace structures. Ongoing workplace bullying in its most severe form 'can cause severe psychological trauma similar to that experienced by victims of torture and domestic violence' (p. 136).

Turney cites Tim Field, a campaigner against workplace bullying.

Bullying is not tough management. Its purpose is to hide inadequacy and [it is] a form of thuggery which prevents people from doing their job. Where bullying exists [you will] find disenchantment, de-motivation, demoralisation, disenfranchisement, disempowerment, disloyalty, disaffection, dysfunction, inefficiency, cynicism, alienation and an 'us-and-them' culture, constant conflict, an unpleasant atmosphere, misery, unhappy staff, a climate of fear, high staff turnover, high sickness absence, low productivity, impaired performance, stifled creativity, low morale, zero team spirit, poor customer service, and mistakes in delivery of products and services. The cost of these is rarely accounted. (Field, 29 April 2002, cited in Turney, 2002, p. 137)

Turney argues that workplace bullying clearly makes for job-related injuries. Workplace bullying does not just take the form of physical violence, but also relates to loss of self-esteem, threats to professional standing, threats to professional status, isolation, overwork, and destabilisation. Examples of bullying can include belittling comments, public humiliation, shifting 'goalposts' and undue pressure to produce work (Rayner and Hoel, 1997, in Turney, 2001).

A distinction is made between horizontal and hierarchical workplace bullying. Horizontal bullying refers to bullying among workers at the same level. Hierarchical bullying occurs among different levels of occupation, and implies a power differential. Master-apprentice relationships provide a prime site for hierarchical bullying.

Turney makes these policy recommendations.

Change the discourse that informs appropriate workplace behaviours, legislation and codes of practice.
Support training to examine workplace cultures.
Expose bullying practices.
Intervene in master-apprentice relationships.
Have clear systems for reporting abuse.
Have independent review bodies.
Take affirmative action that privileges victims' accounts.
De-link serial episodes of bullying to remove self-blame.

Work should 'provide an environment conducive to mental health as a minimum standard' (p. 146).