Changing the Underlying Conditions Relevant to Workplace Bullying through Organisational Redesign.

In view of the discrepancy between anti-bullying strategies used in organisations and knowledge of bullying that is grounded in the international scholarly literature, the aim of this study is to implement and evaluate an intervention program specifically targeting the root causes of workplace bullying by identifying, assessing, and changing the contexts of people management in which bullying arises. The present research describes the development, procedures, and co-design principles underpinning a primary intervention that is focused on improving organisational risk conditions linked to workplace bullying. Our study evaluates the effectiveness of this intervention using deductive and abductive approaches and multi-source data. Specifically, our quantitative analysis examines changes in job demands and resources as a central mechanism underlying how the intervention takes effect and provides support for job demands as a mediator. Our qualitative analysis expands the inquiry by identifying additional mechanisms that form the foundations of effective change and those that drive change execution. The results of the intervention study highlight the opportunity to prevent workplace bullying through organisational-level interventions and reveal success factors, underlying mechanisms, and key principles.

Workplace bullying as an organizational problem: Spotlight on people management practices.

Though workplace bullying is conceptualized as an organizational problem, there remains a gap in understanding the contexts in which bullying manifests-knowledge vital for addressing bullying in practice. In three studies, we leverage the rich content contained within workplace bullying complaint records to explore this issue then, based on our discoveries, investigate people management practices linked to bullying. First, through content analysis of 342 official complaints lodged with a state health and safety regulator (over 5,500 pages), we discovered that the risk of bullying primarily arises from ineffective people management in 11 different contexts (e.g., managing underperformance, coordinating working hours, and entitlements). Next, we developed a behaviorally anchored rating scale to measure people management practices within a refined set of nine risk contexts. Effective and ineffective behavioral indicators were identified through content analysis of the complaints data and data from 44 critical incident interviews with subject matter experts; indicators were then sorted and rated by two independent samples to form a risk audit tool. Finally, data from a multilevel multisource study of 145 clinical healthcare staff nested in 25 hospital wards showed that the effectiveness of people management practices predicts concurrent exposure to workplace bullying at individual level beyond established organizational antecedents, and at the team level beyond leading indicator psychosocial safety climate. Overall, our findings highlight where the greatest risk of bullying lies within organizational systems and identifies effective ways of managing people within those contexts to reduce the risk, opening new avenues for bullying intervention research and practice. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Workplace bullying erodes job and personal resources: between- and within-person perspectives.

Workplace bullying is a serious psychosocial occupational hazard. Despite a wealth of empirical study, research has rarely examined the mechanisms through which bullying has its negative effects. Accordingly, using both between- and within-person approaches, we investigated the erosion of job (Study 1) and personal (Study 2) resources following workplace bullying, mediated by the depletion of emotional energy. In Study 1, self-report survey data were collected from 221 retail workers at 2 time-points spaced 6 months apart. Structural equation modeling revealed that over time bullying depletes coworker support, partially mediated by emotional exhaustion. In Study 2, a 6-week diary was completed by a separate sample of 45 workers employed in various occupations. Within-person weekly variability in bullying exposure was 34%. Hierarchical linear modeling showed that weekly emotional exhaustion partially mediated the negative effects of weekly workplace bullying on both optimism and self-efficacy. The consistent pattern across both studies supports the idea of a resource loss process whereby exposure to bullying at work erodes job and personal resources by depleting energy. Future research should clarify the role of exhaustion in utilizing resources to respond to bullying, focus on predictors of within-person variability in bullying exposure, and more explicitly model the resource loss spiral following workplace bullying.

Actigraph estimates of the sleep of Australian midwives: the impact of shift work.

Midwives often work night and rotating shift schedules, which can lead to sleep disturbances, increased fatigue, and greater likelihood of accidents or errors. This study investigated the sleep of midwives (n = 17) in an Australian metropolitan hospital. Midwives completed work and sleep logbooks and wore wrist actigraphs for 28 days. Midwives worked combinations of morning, afternoon, and/or night shifts on constant (n = 6) or rotating schedules (n = 11). They obtained less than recommended amounts of sleep, getting only 6-7 hr per 24-hr period. Morning shifts were associated with the lowest sleep durations, lowest subjective sleep quality, and highest postsleep fatigue ratings. Despite the significantly higher amount of wake after sleep onset (51 min), the sleep before afternoon shifts had significantly lower postsleep fatigue ratings and was rated as significantly higher quality than sleep before other shifts or days off. Those who were married or living with a partner reported significantly more sleep and lower postsleep fatigue than those who were separated or divorced (p < .05). Seventy-one percent of midwives took naps, primarily before night shifts, with nearly 40% of nightshifts preceded by a nap. Average nap durations were nearly 1.5 hr. Midwives reported feeling moderately to very physically or mentally exhausted on 22-50% of all shifts and days off. Exhaustion was most common on night shift. This study suggests that midwives may be suffering from chronic sleep loss and as a consequence may be at risk of impairments in functioning that accompany fatigue.