Search results

The purpose of this chapter is to examine selected state laws regarding cyberbullying. The advances in technology have allowed bullying to take an online form, where bullies can remain anonymous and access their targets 24 hours a day. The online bullying has left school leaders in a legal dilemma as to how and when to address an incident that occurs off school grounds. The laws which guide school leaders are found at the state level. The major inconsistencies between state laws are illustrated in this chapter. The findings in recent research reveal that some state bullying laws define specific terms such as electronic communication, and intimidation, and harassment. Some state laws provide a detailed protocol for how teachers and administrators should report and handle online bullying that has an impact on the school environment. However, some states leave developing a protocol up to individual school districts. The varying school cyberbullying laws and policies mean that leaders across the United States do not have a unified way to handle issues originating off-campus. However, school leaders should have a comprehensive policy which helps to address cyberbullying issues. This chapter includes a critical examination of current laws in the states and a review of proposed federal statutes presently stalled in the U.S. Congress.

The purpose of this paper is to take a critical look at anti‐bullying initiatives at work. It questions current prescriptive thinking about effective ways of tackling workplace bullying, illuminating neglected contextual conditions and organizational constraints that affect attempts to develop and sustain pre‐emptive management programmes.

A qualitative case approach was employed for a comparative analysis of two anti‐bullying initiatives: one each in the public and private sectors.

The case results challenge the popular belief that business needs provide an impetus to coherent action against mistreatment at work, revealing the significance of local reactions and the mediating influence of competing subcultures and group identities on the “working out” of formal initiatives.

This research underlines the importance of extending bullying research to include more in‐depth and applied work on the problems of enacting and sustaining anti‐bullying initiatives.

Effective action against bullying involves more than policy making, rule forming and guideline setting. It is important to cultivate the resilience of those at the sharp end of anti‐bullying projects, and engage with managers and employees who experience difficulties or confront unpalatable changes to their work situation as anti‐bullying initiatives develop.

This article casts light on an under‐researched area, since available literature concentrates on the underlying causes and consequences of workplace bullying. Prescriptions for tackling the problem tend to be drawn out of causal and impact studies with limited empirical evidence about their viability, or analysis of possible constraints on their implementation.

This chapter, which is based on the open-ended comments from study respondents, highlights the need for workplace bullying policies on community college campuses. Twenty-five percent of respondents from this study believe policy would help minimize bullying, and 27.10% believe professional development and training would help stem workplace bullying. In turn, this conceptual essay presents descriptive statistics reporting on how respondents view a healthy workplace. This call to action offers supporting data for those on community college campuses seeking to develop campus wide policy to prevent workplace bullying.

The purpose of this article is to describe how to implement anti-bullying policies in higher education.

The paper informs organizations on the personnel needed for successful implementation.

Executive leadership is needed for policy development, policy introduction, and continued implementation.

The paper informs organizations on the personnel needed for successful implementation.

It demonstrates the importance of campus-wide leadership to educate the campus.

The study highlights how to achieve policy acceptance and how to coach campus community to trust the policy.

The paper informs about the importance of campus-wide support and extensive leadership presence in implementing a controversial campus policy.

Anti-bullying legislation has been adopted in every state to prevent the victimization of youth, but the focus on deterring and criminalizing individual behavior can obscure the contextual factors that contribute to aggression. This theoretical paper engages sociological literature to understand the impact of recent anti-bullying legislation on students’ experiences.

We discuss stigma and account-making theory to theorize the ways students become particularly vulnerable to victimization and may or may not be sufficiently protected under the law. We also engage criminological theories to understand how punishment may not be sufficient for preventing aggressive behavior but may instead lead students to employ strategies to avoid being caught or punished for their behaviors.

We argue that the majority of current anti-bullying definitions and protocols in use are ambiguous and insufficient in protecting vulnerable groups of students, particularly students with disabilities, overweight students, and LGBT +  students.

Our findings suggest that schools should seek to understand and alter the school-wide cultures and norms that permit aggressive behavior in the first place, in turn creating more inclusive school environments.

Bullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. However, there is very little evidence that organisations provide effective protection from bullying, and in fact, the converse appears to the case. The purpose of this paper to explore the role of both individual and organisational power in the creation and maintenance of the problem. Such an approach moves away from the specific practice of identifying “bullying” that typically engages targets and perpetrators in a dance that is really just around the edges (Sullivan, 2008) of a larger problem; a culture that permits the abuse of power and ill-treatment of workers, in both practices and through organisational politics.

This paper elucidates key problems with organisational response as identified in the literature and critically examines weak organisational response to workplace bullying using the power theory, arguing that while overt approaches to addressing bullying appear to be underpinned by a simplistic, functionalist understanding of power, practices on the ground are better explained by more sophisticated “second-dimension” theorists.

There is a need for organisations to move beyond the current individualistic understanding of bullying towards a more nuanced understanding of how anti-bullying policies and procedures are themselves an exercise in institutional power protecting and reinforcing dominant power structures.

The literature from which this paper is drawn is limited to studies published in English.

The authors advocate a realistic assessment of the role of both individual and organisational power in the creation and maintenance of workplace bullying, as a way forward to plan appropriate intervention.

Workplace bullying is problematic for organisations at several levels, and therefore for society.

That power is relevant to workplace bullying has been apparent since the work of Brodsky in 1976 and Einarsen's early work, this paper builds on a the more nuanced work of McKay (2014), D'Cruz and Noronha (2009), Liefooghe and MacDavey's (2010) and Hutchinson et al. (2010), exploring the organisational response to the raising of bullying issues by individual employees as an exercise of power.

This paper summarises the results of a systematic review and meta‐analysis of the effectiveness of anti‐bullying programmes in schools. Extensive searches were carried out in 18 databases and in 35 journals. The number of reports on anti‐bullying programmes increased considerably over time. Nearly 600 reports were found, but only 59 of these (describing evaluations of 30 different programmes) were eligible for inclusion in our review because they described a high‐quality evaluation. We coded the elements of the intervention in these programmes and key features of the evaluation and related these to the effects of the intervention. These types of figures have never been presented in any previous systematic review or meta‐analysis of anti‐bullying programmes. Our meta‐analysis showed that school‐based anti‐bullying programmes are effective in reducing bullying and victimisation (being bullied), which were reduced by about 20‐23% in experimental schools, compared with control schools. The most important programme components that were associated with a decrease in bullying were parent training, improved playground supervision, disciplinary methods, school conferences, videos, information for parents, work with peers, classroom rules and classroom management.

The purpose of this study was to explore the relationship between higher educational institution bullying policies and the subsequent cultural impact to determine the effectiveness of policy in ameliorating bullying within the university culture.

This study consisted of two separate but related case studies at two universities in different countries, focussing on university staff. The field work gathered data about existing anti-bullying policy, the extent to which it was part of the organisational culture for staff, and the levels of staff bullying experienced or seen within the organisation. Both qualitative and quantitative data were collected.

The study found that despite one university having significant policy and the other having very little policy, the knowledge of policy in both universities was and subsequent experience of bullying for staff were very similar.

The findings indicate that anti-bullying policy alone appears to have a limited impact on organisational behaviour. This suggests that the entrenched and historical master/servant relations of academia enable such practices to continue. Policy implementation is insufficient and training and development to generate more inclusive, people-focussed management cultures is necessary to ameliorate bullying behaviour.

The paper draws on the experiences, critique and suggestions of the study participants to prepare a possible agenda for cultural change that human resource (HR) managers could develop in association with academic and professional managers within their institution.

The findings suggest that in any social setting or organisational structure where strong historical patterns of master/servant endure, the opportunity for bullying behaviours to grow and flourish is fertile and that policy statements alone may have little impact on curtailing such behaviour.

This study makes two contributions to existing knowledge. First, it provides evidence that anti-bullying policy is alone unlikely to have an effective impact on instances of bullying within the culture. Second, the case study contrast displays that unacceptable levels of bullying exist in two very different institutions in two very different cultures. Whilst one country has a war-torn history and the other exists in splendid isolation, the same patterns persist, indicating that universities have structured cultural issues that are difficult to change.

Drawing on the resource-based view, the purpose of this paper is to examine the extent to which the level of the organization’s human resource management (HRM) practices, perceived financial resources and organizational size predict the existence of a well-developed ethical infrastructure against workplace bullying.

The human resource (HR) managers or the main health and safety representatives (HSRs) in 216 Norwegian municipalities responded to an electronic survey, representing some 50 percent of the municipalities.

The level of high-quality HRM practice predicted the existence of an ethical infrastructure against workplace bullying, particularly informal systems represented by a strong conflict management climate. Perceived financial resources did not predict the existence of such ethical infrastructure. Organizational size predicted the existence of policies and having training against bullying.

This study informs practitioners about organizational resources associated with organization having a well-developed ethical infrastructure against workplace bullying. A high level of high-quality HRM practices seems to be more important for the existence of a well-developed ethical infrastructure against workplace bullying compared to financial resources and organizational size, at least as perceived by HR managers and HSRs.

This study provides empirical evidence for the importance of having a high level of high-quality HRM practices as predictors of the existence of ethical infrastructure to tackle workplace bullying. An essential finding is that the existence of such an infrastructure is not dependent on distal resources, such as organizational size and perceived financial resources.

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.

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.

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 bullying with both wellbeing and organizational commitment. Targets consistently gave lower ratings than non‐targets of the effectiveness of organizational initiatives to address bullying.

There is scant research on workplace factors that may reduce bullying and buffer its negative effects. This paper makes an original contribution in providing evidence of the importance of three contextual factors, and of buffering effects for perceived organizational support and organizational initiatives against bullying.