Workplace bullying, such as belittling comments, persistent criticism of work and withholding resources, appears to inflict more harm on employees than sexual harassment, say researchers who presented their findings at the Seventh International Conference on Work, Stress and Health (2008).
“As sexual harassment becomes less acceptable in society, organisations may be more attuned to helping victims, who may therefore find it easier to cope,” said lead author M. Sandy Hershcovis, PhD, of the University of Manitoba. “In contrast, non-violent forms of workplace aggression such as incivility and bullying are not illegal, leaving victims to fend for themselves.”
Hershcovis and co-author Julian Barling, PhD, of Queen’s University in Ontario, Canada, reviewed 110 studies conducted over 21 years that compared the consequences of employees’ experience of sexual harassment and workplace aggression.
The authors distinguished among different forms of workplace aggression. Incivility included rudeness and discourteous verbal and non-verbal behaviours. Bullying included persistently criticising employees’ work; yelling; repeatedly reminding employees of mistakes; spreading gossip or lies; ignoring or excluding workers; and insulting employees’ habits, attitudes or private life. Interpersonal conflict included behaviours that involved hostility, verbal aggression and angry exchanges.
The researchers found that workplace aggression has more severe consequences than sexual harassment. Employees who experienced bullying, incivility or interpersonal conflict were more likely to quit their jobs, have lower well-being, be less satisfied with their jobs and have less satisfying relations with their bosses than employees who were sexually harassed, the researchers found.
Furthermore, bullied employees reported more job stress, less job commitment and higher levels of anger and anxiety. No differences were found between employees experiencing either type of mistreatment on how satisfied they were with their co-workers or with their work.
“Bullying is often more subtle, and may include behaviours that do not appear obvious to others,” said Hershcovis. “For instance, how does an employee report to their boss that they have been excluded from lunch? Or that they are being ignored by a co-worker? The insidious nature of these behaviours makes them difficult to deal with and sanction.”
