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Bullying at Work

Destructive interpersonal workplace conflict – bullying: effectiveness of management interventions

pdf  Destructive interpersonal conflict in the workplace: the effectiveness of management interventions (Feb 2006)

This report, by Helge Hoel and Sabir I Giga of the University of Manchester Business School, with contributions from Brian Faragher, can be accessed here.

The research has resulted in the successful completion of the first academic anti-bullying intervention study, comparing the effectiveness of interventions across different organisational contexts and involving the implementation of a complex design in order to apply scientific rigour.

Phase 1 established for the first time the apparent scale of bullying at work, and the sectors in which it appears to be most prevalent.

Research evidence obtained from this work was input to phase 2 which was completed in 2006 and was designed to

  • Establish a risk assessment tool kit for assessing the risk of bullying in organisations
  • Identify the interventions most likely to be effective in given situations

Although the study was unable to establish beyond doubt the efficacy of a particular intervention, there is evidence to suggest that theoretically sound, well planned and aptly delivered interventions can make a difference, particularly when sufficient time is allocated and the proportion of staff being trained is significant enough to have an impact upon behaviour.

A conference to launch the findings of this research took place in November 2006. It attracted substantial media attention.

The application of these tools in organisations where bullying does occur had the capability to substantially improve morale and staff retention, and to reduce risk of claims for compensation or at employment tribunals.

Last Update: 28-Jul-2013