Identify Risk Factors
Workplace Bullying is often subtle or hidden. Individuals that have no personal experience of bullying may find it difficult to identify. Agencies should not assume that the workplace is free of bullying simply because there are no immediate or obvious signs. There are a number of risk factors that can increase the likelihood of bullying occurring in a workplace. These factors may reveal themselves directly or indirectly.
Direct Signs
Bullying risk factors can be revealed directly through:
- reports from health and safety representatives;
- workplace audits;
- agency climate / employee opinion surveys;
- exit interviews; and
- requests for a review of treatment in employment under section 59 of PSEMA.
Indirect Signs
Indirect signs of bullying may include:
- employees leaving the agency reporting dissatisfaction with working relationships (eg.at exit interviews);
- high levels of absenteeism associated with particular shifts;
- an increase in workplace grievances or complaints
- negative results from employee surveys;
- high levels of staff turnover;
- issues raised at staff meetings;
- deterioration of relationships between colleagues, clients or management;
- employees becoming withdrawn and isolated;
- poor work performance; and
- increased workers’ compensation claims.
Additional Factors
1. Organisational Change
Research has identified that significant organisational change, such as major internal restructuring or technological change, may inadvertently create an environment that increases the risk of bullying. This risk can be reduced by appropriate communication and involvement of employees in the change and the provision of training if required.
2. Workforce characteristics
Agencies should be aware that some employees can be more at risk of workplace bullying. These employees may represent a minority in the workplace due to factors such as: age, gender, ethnicity, disability, parental status, religion or political views. They may also be new employees, apprentices, trainees, contractors or casuals.
3. Workplace relationships
Unsatisfactory workplace relationships and poor workplace communication, such as inadequate information flow or lack of consultation with employees, may create an environment in which workplace bullying is more likely to occur. Workplaces that tolerate teasing and practical jokes against employees, or tolerate initiation practices for new employees, are more likely to experience workplace bullying. These types of behaviours may also be unlawful harassment.
4. Work systems
Work system factors that may increase the risk of workplace bullying include:
- lack of appropriate policies and procedures;
- a high rate and intensity of work;
- staff shortages;
- lack of experience and skill in dealing with employee groups;
- poorly defined jobs and high levels of uncertainty about job requirements; and
- the use of ineffective procedures and/or untrained staff to handle complaints of bullying.
Taskforce on the Prevention of Workplace Bullying [2001], Dignity at Work – The Challenge of Workplace Bullying, The Stationery Office, Dublin and Hoel & Cooper, [2000], Destructive Conflict at Work, Manchester School of Management, Manchester. This observation was also drawn by the Queensland Workplace Bullying Taskforce.