Office bullying often goes undetected, but the psychological and economic costs are incalculable. When it occurs in the workplace, it is crucial to recognise and deal with it, writes Marie Murray
Those of us who have the good fortune to work with amicable, agreeable colleagues in fair, equitable workplaces cannot imagine what it is like for people who experience being bullied at work.
The psychological pain of being bullied is incalculable. There are major mental health costs. The national economic toll is significant and corporate costs considerable. Absenteeism is high when staff morale is low. Output is reduced. Errors multiply. Loyalty dissipates. Burnout, which is "the progressive loss of idealism, energy, enthusiasm, purpose and concern due to conditions at work", appears. So great is the stress of workplace unhappiness that an estimated 30-50 per cent of stress-related illness is attributed to negative conditions at work.
Clinical accounts of the bullying experience include emotional, behavioural and health consequences. Increases in smoking, alcohol intake or misuse of prescription drugs may occur. There are problems in concentration, memory and time management; while problems with sleep, anxiety, panic, fatigue and general exhaustion are common.
Many people report an increase in clumsiness and accidents. Most report being preoccupied with the situation even when they are not at work. Extended workplace bullying can cause depression and be a factor in suicide. One Swedish study suggested that as many as 20 per cent of male suicides may have their origin in the experience of being bullied at some life-cycle stage.
The hierarchies and power structures of workplaces make the office an ideal breeding ground for bullying. The inbuilt vocabulary of the workplace retains Dickensian descriptions; think of how pejorative the terms "boss, superior and subordinate" are. Terms such as "junior" or "basic grade" are not motivating.
Bullying can take many forms. It can arise as the abuse of power in the allocation of work or privileges. It may be seen in how instructions are issued to employees, particularly if done so in a public, demeaning manner. Sometimes people find that meetings have been called and decisions taken that excluded them. Often people complain that breaks, overtime, holiday times or seminar attendance are allocated unfairly.
Discriminatory assignment of office space may occur. Impossible sales targets may be set or the workload may be reduced to the point of insult. A crucial factor in workplace bullying is that people feel trapped. For some, having to earn a living, pay the mortgage and support the family, allied to the fear that there may not be alternative employment, means that they feel condemned to stress, harassment, overwork, underwork, erosion of privileges, racial prejudice or sexual pestering.
As self-esteem and confidence are worn away, people fear they may be imagining being bullied, particularly if they are the sole targets and the bullying is being conducted in an invisible, manipulative manner that makes it difficult to identify.
Women, particularly part-time workers, may put up with conditions because a change in employment would upend their domestic arrangements, creche hours or school pick-ups. Exploitation of immigrants, unaware of their entitlements and with poor language skills, is common.
Research identifies certain people as more at risk of being bullied. Intellectually superior, creative or innovative employees may threaten less able managers. Workaholics whose diligence irritates others may be targets. Popular workers or conversely poor communicators are at risk. Young or older employees, those experiencing a life crisis, suffering marital difficulties or those who are leaving or returning from maternity leave can be vulnerable.
The casualties tend to be divided into the most advantaged and the most vulnerable, but anyone can be the subject of bullying.
Certain work is more conducive to bullying; for example, where work is stressful and deadlines operate, where conditions are crowded, when quick decisions must be made or impossible sales targets met, where there are rigid hierarchies, where customers are likely to be aggrieved or where staff are exposed to human suffering and feel unable to alleviate it.
Office bullying is a particular kind of psychological violence. The visible scars of childhood bullying are replaced by invisible wounds. Companies where bullying occurs often lose their best and brightest staff, as well as continuity of service delivery or product development. If bullying is happening, do not be overwhelmed: seek help.
Marie Murray is director of psychology at St Vincent's Hospital, Fairview and co-author of The ABC of Bullying, RTÉ and Mercier Press.
Support contacts:
The Equality Authority, tel: 1890 245545.
The Health and Safety Authority, tel: 1890 289 389 or visit www.hsa.ie.
Anti-bullying research and resource centre, Trinity College Dublin, tel: 01 896 2573.
Awarenesseducation@eircom.net or tel: 01 838 8888.