We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byReina Pile
Modified over 2 years ago
© Helge Hoel, University of Manchester Helge Hoel Manchester Business School The University of Manchester, UK PRIMA-EF Project – Helsinki, May 2008 Intervening against workplace bullying: exploring key issues
© Helge Hoel, University of Manchester Structure of presentation Concept understanding and challenges to intervention Report on UK-based anti-bullying intervention Exploring some key issues in successful intervention
© Helge Hoel, University of Manchester Defining bullying Bullying at work means harassing, offending, socially excluding someone or negatively affecting someones work tasks. In order for the label bullying (or mobbing) to be applied to a particular activity, interaction or process it has to occur repeatedly and regularly, (e.g. weekly) and over a period of time (e.g. about six months). Bullying is an escalated process in the course of which the person confronted ends up in an inferior position and becomes the target of systematic negative social acts. A conflict cannot be called bullying if the incident is an isolated event or if two parties of approximately equal strength are in conflict. –Einarsen, Hoel, Zapf & Cooper (2003)
© Helge Hoel, University of Manchester Workplace bullying: some obstacles for successful intervention Subjective and intangible nature of phenomenon making it difficult to acknowledge and rectify Sensitive issue for organisations and individuals involved: –Intervention may indicate a problem Power and control often at the centre Dynamics and process development
© Helge Hoel, University of Manchester Client/customer violence: some obstacles for successful intervention Sensitive issue for organisations and individuals involved The customer is king Stigmatisation of targets: personal and professional shortcomings Part of the job
© Helge Hoel, University of Manchester Intervening at different levels (taxonomy adopted from Murphy & Sauter, 2003) PrimarySecondaryTertiary Legislation policy Regulation (e.g. Swe) ETUC/UNICE agreement ETUC/UNICE agreement Industrial tribunal Rehabilitation legislation (Sweden) Employer/ Organisation Policy/procedure, Risk-assessment Leader training Policy/procedure, Mediation Organisational recovery (consultant) Job/task Job-redesign, e.g. role-conflict Staff survey Individual (Assertiveness training) Social support/ Counselling (Counselling) EAP
© Helge Hoel, University of Manchester Bullying intervention in the UK public sector Key features: –Combining qualitative and quantitative approaches –Randomised control design (CRT) Case studies/local steering committees –5 organisations (three National Health trusts, a large police force, a Central Government Department) Focus groups (pre and post intervention) Interventions (informed by the literature and focus groups/risk identification – total 55 groups) Evaluations (baseline and post-intervention measures) – Development of Bullying Risk-assessment Tool (BRAT) Application of self-reported and objective measures
© Helge Hoel, University of Manchester Perpetrator level or rank
© Helge Hoel, University of Manchester Intervention design (applied in all 5 organisation) Group 1 Group 2Group 3Group 4Group 5 Control Policy Communication Policy Communication Policy Communication Policy Communication Stress Management Training Negative Behaviour Awareness Training Stress Management AND Negative Behaviour Awareness Training
© Helge Hoel, University of Manchester Interventions A: Policy Communication –Rational: awareness of policy will impact on behaviour –Content: Management intent/commitment, examples of bullying behaviour, responsibility of managers
© Helge Hoel, University of Manchester Interventions B: Stress Intervention –Rational: removing or controlling precursors of negative behaviour would reduce bullying –Content: develop understanding for managing own and others stress, sources of stress, coping, time-management, relaxation technique
© Helge Hoel, University of Manchester Interventions –C: Negative behaviour awareness –Rational: reduce and control negative behaviour by raising awareness of types of negative behaviour and their impact –Content: Acceptable & unacceptable behaviour, development of transactional analysis skills for managing interpersonal relationships
© Helge Hoel, University of Manchester Participant feedback (N=193 from 5 organisations)
© Helge Hoel, University of Manchester Analysing effects of intervention: preliminary results total sample –Baseline (N=1041, response rate 41.5%) –Post-int. (N=884, response rate 35.4%) Variables: –Bullying (self-labelled) –Negative Acts (NAQ-R) –Mental health (GHQ) –Psychological contract –Antecedents/precursors of bullying (BRAT) Objective measures Analysis indicates no statistical significance –(univariate analysis of variance/between-subject effects)
© Helge Hoel, University of Manchester Before/after intervention results: self- labelled bullying All bulliedYes, weekly/daily Before13.3%1.9% After13.8%1.9% National Sample %1.4
© Helge Hoel, University of Manchester Making findings understandable to members of the host organisation - (pre/post intervention change) Int/Org12345 CONTROL POLICY STRESS NEG-B-A ALL
© Helge Hoel, University of Manchester Linking interventions to theory Theoretical understanding and orientation influencing choice of intervention :
© Helge Hoel, University of Manchester Theory-based intervention Personality Work-environment hypothesis Social-interactionist perspectives The importance of context: the need for cross-disciplinary approaches
© Helge Hoel, University of Manchester Local understanding: tailor-making interventions Importance of local understanding/context Identification of local risk-factors Some dilemmas: –Focus groups, interviews etc –Sensitivity –Stigmatisation –Bullying or general dissatisfaction
© Helge Hoel, University of Manchester Critical factors influencing successful implementation Value for money: target intervention where most needed Ensuring that those in need of training are targeted for training Achieving critical mass to ensure change Sufficient time available to ensure experiential learning Wide participation – employee involvement
© Helge Hoel, University of Manchester Externally initiated interventions: critical success factors (1/2) Managing organisational indifference and suspicions (Saksvik & Nytrø, 2001) Stability of management presence & input Shared understanding of theoretical underpinning Clarity of roles: outside and inside the organisation –Steering committees
© Helge Hoel, University of Manchester Externally initiated interventions: critical success factors (2/2) Managing the relationship with the organisation – scheduling, flow if information Researcher flexibility needed: responding to organisational events Short-term pilot programmes versus ongoing, long-term programmes (Landsbergis & Vivona- Vaughen, 1995) Training dose and realism: the limits of commitment
© Helge Hoel, University of Manchester Wide participation and employee involvement Partnership approach: steering committee Union involvement Identification of local problem Commitment, participation and response-rate Impact on long-term success of intervention As guarantor of long-term management support
© Helge Hoel, University of Manchester Workplace bullying interventions: ensuring methodological progress (1/2) Opportunity for generalisability of findings Self-reported measures: selection of instruments – validity/reliability Applying design which makes it possible to predict cause and effect
© Helge Hoel, University of Manchester Workplace bullying interventions: ensuring methodological progress (2/2) Relationship between choice of intervention and study design Tapping additional sources of information: –Trainers/trainees views, post-intervention focus groups
© Helge Hoel, University of Manchester Objective measures: unit and organisational data Absenteeism –Annual rate, long-term cases, frequent short term absenteeism cases Turnover –Annual rates Grievance/complaints –Numbers filed Change: assessing degree of change –E.g. restructuring, staff shortages, change of manager, financial cutbacks (assessed on scale 1-4)
© Helge Hoel, University of Manchester Conclusions Carrying out and evaluating interventions are complex processes requiring ongoing organisational commitment and flexibility on behalf of researchers and need for further methodological advances Shared understanding of theoretical underpinning Compromising some scientific rigor may be necessary to achieve further progress when undertaking research in rapidly changing work environments To bring about lasting change requires long-term involvement and commitment across the organisation
© Helge Hoel, University of Manchester Thank you for your attention! For further information contact Dr Helge Hoel
© Helge Hoel, University of Manchester Externally initiated interventions: critical success factors (1/2) Managing organisational indifference and suspicions (Saksvik & Nytrø, 2001) Stability of management presence & input Shared understanding of theoretical underpinning Clarity of roles: outside and inside the organisation –Steering committees Managing the relationship with the organisation – scheduling, flow if information Researcher flexibility needed: responding to organisational events Short-term pilot programmes versus ongoing, long-term programmes (Landsbergis & Vivona-Vaughen, 1995)
© PRIMA-EF Consortium Work Package 5: Interventions and best practice on bullying and third party violence at work Interventions and best practice workshop.
Best Practice in Interventions for the Management of Psychosocial Risks Dr Maarit Vartia, FIOH Dr Stavroula Leka, I-WHO.
How Transformational Theory Can Be Used to Understand the Personal Experience of Being Bullied in the Workplace Salma Hadeed Salma A Hadeed
Intelligence Step 5 - Capacity Analysis Capacity Analysis Without capacity, the most innovative and brilliant interventions will not be implemented, wont.
Cardiff and Vale UHB Employee Wellbeing Service Dr Clare Wright Head of EWS Consultant Clinical Psychologist.
Hier wird Wissen Wirklichkeit Conflict Escalation and the Management of Workplace Bullying Dieter Zapf Universidad del Pais Vasco Cursos de Verano San.
UK STRESS NETWORK Enforcing the Stress Management Standards David Snowball HSE.
Managing the Cost of Workplace Conflict Comcare National Conference October 2007.
Managing Claims for Psychological Injury Presented by: Greg Larkin Melanie Pickering.
Performance Management Upul Abeyrathne, Dept. of Economics, University of Ruhuna, Matara.
Building Resilience in a Professional Services Community The Role of Leadership Development Dr Elizabeth Shannon DHHS Leadership & Management Development.
INSTRUCTIONAL LEADERSHIP FOR DIVERSE LEARNERS Susan Brody Hasazi Katharine S. Furney National Institute of Leadership, Disability, and Students Placed.
User Satisfaction Why? User Satisfaction Surveys are conducted to ensure we receive feedback from our customers in order to gauge.
Domestic Violence and the Workplace Deborah McIlveen Policy & Services Manager Women’s Aid England.
Return on Investment: Training and Development ROI and Evaluation.
Organisation Development(OD). What is OD? Organisation is a system consists of:- – Structure – Technology – People – Task Organisation as a system can.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle.
Postgraduate Course 7. Evidence-based management: Research designs.
© Copyright People at Work Project - Overview People at Work Project - Theoretical Underpinnings People at.
PREVENTION AND MANAGEMENT OF PSYCHOLOGICAL INJURIES A FORUM FOR THE DISABILITY SECTOR August 2009.
RMS – a collaborative approach Presentation Lyn Dare & Stephen Larmour Authorisation & Audit Comcare.
Centre for Analysis of Youth Transitions. 2 Team ●Paul Johnson, Director ●Ingrid Schoon, Research Director ●Alissa Goodman, Anna Vignoles and Andy Ross,
Project Monitoring Evaluation and Assessment Oz Osborne.
© PRIMA-EF Consortium Psychosocial Risk Management: European Framework Dr Stavroula Leka CPsychol FRSH Associate Professor in Occupational Health Psychology.
David Flynn Ballymun Job Centre. The BJC was established in 1986 as a community response to a chronic unemployment situation The BJC is a voluntary organisation.
14-1 Chapter Fourteen Monitoring Performance and Continuous Improvement.
1 Fraud Risk Assessment Chapter Describe the factors that influence an organization’s vulnerability to fraud. Explain the difference between preventive.
Work Related Stress Frances Bailey HM Inspector of Health and Safety Visit the Management Standards website at: Health.
The Employer’s Duty of Care Mental Health & How It Impacts on Your Business – A Growing Issue Mr Mark Braithwaite Managing Director Gipping.
Health & Safety Management: Optimising outcomes from your health, safety and rehabilitation service providers Sue Read - Psychologist Senior Prevention.
Creating Positive Culture through Leadership (Recovery Orientation) Jennifer Black.
Being Proactive: An Organisational Approach to Managing Workplace Stress I/O Net Presentation by Dr Hillary Bennett Director, PsychAssessments.
HR Manager – HR Business Partners Role Description August 2014.
Reflective Practice Leadership Development Tool. Context recognised that a key differentiator between places where people wanted to work and places where.
A Comprehensive Framework for Evaluating Learning Effectiveness in the Workplace Presented by Dr Cyril Kirwan.
Organisation Development Intervention Techiques -Tarak Bahadur KC, PhD
EVALUATION AND QUALITY ASSURANCE STRATEGY PRESENTED BY DR SHYAM PATIAR.
Qualifications Update: Care Qualifications Update: Care.
Improving staff and patient relationships in psychiatric rehabilitation settings Katherine Berry Clinical Research Fellow School of Psychological Sciences.
EQARF Applying EQARF Framework and Guidelines to the Development and Testing of Eduplan.
HANDLING DISCIPLINE & GRIEVANCES EMPLOYEE RIGHTS.
Learning Outcomes of the SCPHN Programme & How they Link to Practice.
Master of Counselling “ In the beginning is the relationship ”
This project is financed by the European Union 1 The project is implemented by a European Profiles S.A. led consortium Evaluation of Training By Senior.
1 Bölgesel Rekabet Edebilirlik Operasyonel Programı’nın Uygulanması için Kurumsal Kapasitenin Oluşturulmasına Yönelik Teknik Yardım Technical Assistance.
People at Work Risk management for work-related psychological injury.
Confronting the Challenges: A Partnership Approach Peter Shields and Kieran Molloy Co-chairs of Supported Employment Solutions (SES)
A pilot study into the experiences of counsellors in training A traditional dissertation submitted in partial fulfilment of the requirements for the degree.
Workplace Stress, Health and Well-being Sharon Clarke, Marilyn Davidson, Sandra Fielden, Helge Hoel, Sheena Johnson, Dieter Zapf.
Background Exploring the Mediating Factors between the Sources of and Behavioural Reactions to Workplace Frustration: Extending Previous Models using Mixed.
© 2017 SlidePlayer.com Inc. All rights reserved.