MSA 603

bullying in the workplace

Bullying in the Workplace and the Ethical Climate

Bullying in the workplace can impact the ethical climate and ultimately the productivity of the organization. Godkin (2015) states, “Bullying at work means harassing, offending, socially excluding someone or negatively affecting somone’s work tasks” (p. 76). Bullying should be limited and controlled not only for the organization but for the wellbeing of the employee. Some organizations are concerned that bullying is moving from the playground of our childhood, to the offices and boardrooms of our adult business arenas (Harvey, Heames, Richey, & Leonard, 2006). Embarrassing someone in front of their peers and subordinates is an example of bullying. Institutional Bullying is popular in the military. Therefore, the affects are not as grave as they would be in corporate America. Although, it is the norm for military to experience this, there are policies in places to prevent excessive bullying and harassment. The ethical climate is important for an organization in order for it to succeed. Not only is the ethical climate important for the organization but it is very important for the employees. Some people will terminate their current position and pay, to avoid an unethical climate. According to Giorgi, Leon-Perez, and Arenas (2014), “Job satisfaction reflects an attitude one holds about one’s job” (p. 228). Job satisfaction is related to the ethical climate and bullying. Chekwa & Thomas (2013) states, “ …….when workplace bullying is present, morale and productivity decline, turnover increases, and there is a toll on employees’ physical and emotional health” (p. 47). If a person is not happy about their job then their attitude would reflect their job performance. Unfortunately, bullying is a reflection of one’s attitude and a negative attitude could affect the ethical climate. Some people may not realize that they are a bully in the workplace especially if it is the culturally norm. Others will remain to be in the climate because that is what they will have to do to ensure that they provide for their family. After all who would want to go to college just to hate their job.

There could also be a launch of new leadership positions that requires immediate attention to fulfill the mission. There are many reasons why workplace bullying can occur. When an organization shifts their mission, their ethical climate has a tendency to change. With the organization shifts there could be some situations that affects the ethical climate. When a mission changes the stress levels changes and often times the dynamics of the organization change. Leadership positions can be dissolved when the mission changes. If the personnel are not released from the organization; at times they will be used in positions lesser than what they are qualified for. At this time some there may be some resentful feelings and resistance towards the organization’s changes. Giorgi, Leon-Perez, and Arenas (2014) states, “….cultural facts may affect the relationship between workplace bullying and job satisfaction” (p.228). A culture change to the workplace can be a reason why bullying occurs in the work place. Personal beliefs of religion, ethnicities, and genders can also influence workplace bullying and the ethical climate. In their study, Lindy and Schaefer (2010) found that “A study conducted by the Workplace Bullying and Zogby International, found that 54 million people or 37% of American workers reported being bullied at work” (p. 286).

When the mission changes, it is never the organization’s leaders intention for the ethical climate to change. Operating most effectively is what most leaders focus on when the mission changes within the organization. And some organizations change their mission to create a better ethical climate and to gain more profit within the organization. This is done because personnel in the organization are not working to their potential because of the ethical climate being compromised. For example, the military will change their mission when there is a conflict in an ally country. In this case, there will be promotions to those who may not fulfill the requirements and then the military will train them to be leaders. The quality of work is no longer necessary but the quantity is important. According to Simha and Cullen (2012), “ ….. ethical climates has concentrated on exploring and investigating the effects of the ethical climates on various organizational outcomes” (p. 23). The quality of personnel could lead to ethical issues. Instead of the ethical climate deteriorating, most organizations hope the changes of the mission encompass the ethical climate. According to Samnani (2013), “Over the past two decades, workplace bullying has received growing scholarly attention” (p.119). It is up to the higher echelons of the organization to recognize why the ethical climate has changed and what can be done to improve the ethical climate.

A Three-Phase Model of Organizational Socialization

Bullying in the workplace will have its impacts on the ethical climate. Bullying could make a person feel disconnected within the organization and they may not feel as though they are apart of the team. Without the connection of being apart of a team, this could impact the individual performance. According to Branch, Ramsay, & Barker (2013), “ Workplace bullying, because of its severe personal and organization effects, detracts from the development and maintenance of vital, diverse and productive workplaces” (p. 280). Some actions that occur in the ethical climate could interfere with personal and moral beliefs. If this occurs, the job satisfaction is then in limbo. Simha and Cullen (2012) states, “Ethical climates have been demonstrated to have a variety of effects, some positive and some negative, on organizational outcomes” (p. 31). This can be difficult when you have different personalities working in the same climate.

The leadership within the organization should use the Three-Phase Model of Organization Socialization to control workplace bullying. Anticipatory socialization, encounter, and change acquisition are the Three-Phases of the Model of Organization Socialization (Kinicki and Fugate, 2012). In the initial phases of an organization, the anticipatory socialization phase is typically established. At this phase the ethical climate is established and there is a determination of what is acceptable. There should be a no tolerance of bullying in workplace established at this phase. According to Ramsay, Troth, and Branch (2011), “Work-place bullying has serious, negative implication for individual, group, and organizational functioning” (p. 802). The encounter phase can be the learning phase of an organization. If bullying is present in the workplace, this could be a trend that most newcomers may experience and impose on other future newcomers. At this stage an organization may identify that bullying is effecting the ethical climate. The final phase of the organization socialization is the change and acquisition of the organization’s ethical climate. During this phase training and education for the organization can help identify bullying and the effects it has on the ethical climate. Duffy (2009) states, “Antimobbing/antibullying policies should be on facet of a broader program to foster a positive, high-care workplace environment” (p. 254). Re-training and having policies is important for establishing the ethical climate. When there are policies in organizations, the ethical climate can be controlled.

McCelland’s Need Theory

McCelland’s need theory applies to the ethical climate and how the organization recognizes the behavior within the organization. The need of achievement can cloud one’s decision-making process and can influence a behavior that would disrupt the ethical climate. The achievement can be influenced by power and money. Some people want to succeed in an arena that could improve their financial status. And some would like others to identify them with the position that they may hold. This especially important considering there are different positions that get different attention. The need for affiliation can be challenging, mostly people want to do the right thing and others do what they can just to be apart of a particular crowd. The need for power is also very influential and can control the ethical climate if policies are not in place. How managers and supervisors react to bullying in the workplace can confirm the results of the ethical climate within the organization. Job satisfaction could be a contributing factor for bullying in the workplace and the effects it may have on the ethical climate. Giorgi, Leon-Perez, & Arenas (2015) states “..negative acts are interpreted as occurring to all employees, such as acts could be less damaging to job satisfaction than previously thought” (p. 229). McCelland’s Need Theory is useful when understanding why an employee may act in a way that it is not positive to the ethical climate. This theory can be used to understand why bullying occurs in the workplace.

McCelland’s Need Theory can be used to prevent bullying workplace that impacts the ethical climate. Organizations can educate the their employees to prevent and limit bullying in the workplace. Organizations must identify what bullying is in the workplace, set standards of relationships, provide counseling options, and comply with privacy procedures to manage workplace bullying (Piotrowski, 2012). Training and education could establish preventative measures in the workplace. An industrial and organization psychologist should be consulted. This will ensure that each organization has plan that is catered to their current mission.

Thorndike’s Law of Effect

Kinick and Fugate (2012), explains that Thorndike’s Law of Effect is a behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear (p. 213). Thorndike’s law can explain why bullying occurs in the work place and how it can continue and eventually impact the ethical climate. Bullying can be a behavior that a person learns. And is often passed down to the subordinates who encounter this behavior. Bullying in the workplace can occur between because of conflict and personal beliefs. Godkin states (2015), “That bullying in the workplace occurs typical between the peers and supervisors” (p. 81). A need for achievement is another reason why bullying occurs and time is a factor. Many people want to be the best and the first to exceed job tasks. The focus on being the best and achieve goals compromises the ethical climate. An example of wanting to be the best; A commander wants to exceed his peers’ standards and impress his boss, he will do things that are complicated to achieve. The commander will schedule training that would be strenuous for her subordinates but she wants to do the impossible. Schedule a range, a road march, and physical fitness test in the same way. This is an irregular schedule and can be complicated to complete. The outcome of this schedule is that she didn’t something that her peers didn’t want to hinder in their companies. Even though her company did the impossible, she now has more injuries in her company than her counterparts and her morale is low. The ability to care what type of work you produce is now not an interest. This type of over drive impacts the morale within the organization. According to Simha & Cullen (2012), “….employess believe that they can act on deeply held personal convictions to make ethical decisions” (p.21). This cannot be the leader’s idea of what an organization should be. A large turnover rate can result in an unbalanced ethical climate. Ramsay, Troth, & Branch (2011) states, “Compared with a more individual focus, effective formal work groups have the potential to offer a range of benefits to organizations, including positive impacts on attitudinal behavioral, operational, and financial outputs” (p. 799). The ethical climate can result to a hug turnover in the organization. The turnover rate could hinder the organization from performing at a rate need for it to succeed.

Bullying is not just a behavior that happens in the schools, it happens in the workplace. This is an issue that is effecting the ethical climate of the workplace. Re-organizing an organization can upset the ethical climate when the mission changes. Personnel can be shifted in other positions to support the mission change. These changes could place personnel in positions that may be needed in high demand. Leadership in the organization should ensure that these personnel are trained in all arenas. The most important focus of organization is the ethical. The ethical climate could effect the productivity of the organization. But some may not understand how important is to control the ethical climate and how it should be monitored. Godkin (2015) states, “Leaders in a positive mood have followers that are” (p. 81).

The ethical climate could impact the success of an organization. What the researcher found is that the bullying does occur more often than it is acknowledge. There was also information provided that bullying does effect the ethical climate.

The Three-Phase Model of Organizational Socialization can be used to adjust to the behavior within the organization along with Thorndike Law and Effect. The Three-Phase Model of Organizational Socialization should be the foundation of all organizations. The ethical climate is important for an organization and its employees.

According to Simha and Cullen (2012), “Caring climates are associated with the benevolence construct and the individual and local loci of analysis; employees operating in caring climates perceive that their decisions are and should be based on an overaching concern for the well-being of others. This climate tends to encourage behaviors that yield a positive outcome for the greatest number of constituents” (p. 21).

There could be many of reasons why workplace bullying occurs, personal gain seem to be the root of the problem. Policies and training can help employees understand and manage the ethical climate. A problem cannot be solved if it is not identified and it is up to the managers to notice the changes in a timely manner. The workplace can be a safe environment and exceed many standards if the ethical climate is a positive one.

References

Branch, S., Ramsay, S., & Barker, M. (2013). Workplace Bullying, Mobbing, and General Harassment: A Review. International Journal of Management Reviews, 15(3), 280-299.

Duffy, M. (2009). Preventing Workplace Mobbing and Bullying with Effective Organizational Consultation, Policies, and Legislation. Consulting Psychology Journal: Practice and Research, 61(3), 242-262.

Giorgi, G., Leon-Perez., J & Arenas, A. (2012). Are Bullying Behaviors Tolerated in Some

Cultures? Evidence for a Curvilinear Relationship Between Workplace Bullying and Job

Job Satisfaction Among Italian Workers. Journal of Business Ethics, 131(1), 227-237

Godkin, L. (2015). An Epidemicological Approach to Workplace Bullying. Journal of

Leadership, Accountability, and Ethics, 12(3), 76-91.

Harvey, M., Heames, J., Richey, R., & Leonard, N. (2006). Bullying: From the Playground to

the Boardroom. Journal of Leadership & Organizational Studies, 12(4), 1-11.

Kinicki, A., & Fugate, M. (2012). Organizational Behaviour: Key Concepts, Skills & Behaviors.

New York, NY: McGraw Hill Education.

Lindy, C., & Schaefer, F. (2010). Negative Workplace Behaviours: an Ethical Dilemma for

Nurse Managers. Journal of Nursing Management, 18, 285-292.

Nielsen, M., PhD., Nielsen, G., PhD., Notelaers, G., PhD., & Einarsen, S., PhD. (2015).

Workplace Bullying and Suicidal Ideation: A 3-Wave Longitudinal Norwegian Study.

American Journal of Public Health, 105(11), 23-27.

Ramsay, S., Troth, A. & Branch, S. (2011). Work-place Bullying: A Group Processes

Framework. Journal of Occupational and Organizational Psychology, 84(4), 799-816.

Simha, A., & Cullen, J.B. (2012). Ethical Climates and their Effects on Organizational

Outcomes: Implications from the Past and Prophecies for the Future. The Academy of

Management Perspectives, 26(4), 20-34.

Piotrowski, C. (2012). From Workplace Bullying to Cyberbullying: Enigma of E-Harassment in

Modern Organizations. Organization Development Journal, 30(4), 44-50.

Bullying in the Workplace and the Ethical Climate

MSA 601

Ashlyn Lewis-Hope

Student ID #663654

Central Michigan University

Dr. James S. Neubecker – Reviewer

This MSA 601 paper is in partial fulfillment of the requirements of MSA 698 Directed Administrative Portfolio

Executive Summary

When you hear the word bullying some of your thoughts are geared towards one’s childhood and the school playground. But bullying occurs through all life stages. The climate of a workplace can determine the quality of a work that is produced. Simha and Cullen (2012) states, “Ethical climates influence both decisions making and behavioral responses to ethical dilemmas, which then go on to be reflected in various work outcomes” (p. 21). Daniel Feldman’s three-phase model of organizational socialization will be used to explain why the ethical climate is important; and how bullying in the workplace affects the ethical climate. Bullying in the workplace is an issue but more importantly affects the climate. There are various types of bullying that occur in the workplace. Godkin, L. (2015) states, “Bullying at work means harassing, offending, socially excluding someone or negatively affect someone’s work tasks” (p.76). Workplace bullying is more common than what many may think. According to Nielsen, M., Nielsen, G., Notelaers, G., & Einarsen, S. (2015), “Globally, about 11% of workers perceive themselves as victims of bullying” (p.23). Bullying can occur in many forms. There are several types of bullying but some examples are: Institutional Bullying, Client Bullying, Serial Bullying, Secondary Bullying, Pair Bullying, Vicarious Bullying, and Cyber Bullying. (Chekwa & Thomas, 2013, pp. 46) When making a living there should not be a concern about the ethical climate. Many would think that the leaders in the organization should be able to control the ethical climate. The researcher uncovered why workplace bullying occurs and the effect it has on the ethical climate. The conclusion of the paper provided a recommendation on how to identify workplace bullying and suggest repercussions for those who decide to continue the act. And most importantly educating the people in the organization of what workplace bullying is.

Table of Contents

Bullying in the Workplace and the Ethical Climate 1

Conclusions and Recommendations 1

References 1

Executive Summary 6

Table of Contents 12