Identifying and Addressing Bullying in Nursing

School of Nursing & Midwifery, University of Western Sydney, Sydney, NSW, 1797, Australia.
Issues in Mental Health Nursing 05/2010; 31(5):331-5. DOI: 10.3109/01612840903308531
Source: PubMed


Bullying activities can be overt and intimidating or comparatively invisible to others. Nurses who work in a culture of bullying may experience job dissatisfaction and physiological and psychological consequences. Failure to adhere to professional responsibilities and engage in acceptable interpersonal behaviours sets the scene for unhealthy workplaces. Bullying is also costly to organisations due to increased leave and nurse attrition and decreased nurse productivity, satisfaction, and morale. This review provides an overview of bullying, how this impacts on nursing staff, and ways to reduce bullying incidents to cultivate a more positive work environment.

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    • "Within the discourse of the participants of this study, there was no acknowledgment that asking targets to engage in mediation or to confront bullies might be inappropriate or ineffective. This finding is not surprising since mediation and confrontation are two strategies commonly suggested in the nursing literature as appropriate responses to bullying (e.g., Blair, 2013; Cleary, Hunt, & Horsfall, 2010; Cropley, 2014; Griffin, 2004). Efforts need to be made to develop, test, and disseminate more effective ways of managing workplace bullying. "
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    ABSTRACT: AimTo identify discourses used by hospital nursing unit managers to characterize workplace bullying, and their roles and responsibilities in workplace bullying management.Background Nurses around the world have reported being the targets of bullying. These nurses often report that their managers do not effectively help them resolve the issue. There is scant research that examines this topic from the perspective of managers.Methods This was a descriptive, qualitative study. Interviews were conducted with hospital nursing unit managers who were recruited via purposive and snowball sampling. Data were analyzed using Willig's Foucauldian discourse analysis.ResultsManagers characterized bullying as an interpersonal issue involving the target and the perpetrator, as an intrapersonal issue attributable to characteristics of the perpetrator, or as an ambiguous situation. For interpersonal bullying, managers described supporting target's efforts to end bullying; for intrapersonal bullying, they described taking primary responsibility; and for ambiguous situations, they described several actions, including doing nothing.Conclusion Managers have different responses to different categories of bullying. Efforts need to be made to make sure they are correctly identifying and appropriately responding to incidents of workplace bullying.
    Nursing Forum 02/2015; DOI:10.1111/nuf.12116
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    • "Some employees were disappointed to notice that upper management did not appear engaged in the problems of the workplace. It may be that upper managers had not discovered the economic advantages of preventing and combatting bullying [12] [13], and did not think it was necessary to participate in the lecture and the training. The researchers informed managerial leadership about the project and the findings on three occasions. "
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    ABSTRACT: Our objective was to develop and implement an intervention program in collaboration with workplace personnel, to evaluate the process as a vehicle to prevent and combat bullying. The project emanates from a community-based participatory approach. We obtained data from individual and focus group interviews. We used grounded theory methodology, and made a comparative analysis before and after the intervention. Focus group interviews at the three first meetings indicated that those best positioned to prevent and combat bullying were the immediate supervisors, in collaboration with co-workers and upper management. The goal of zero tolerance toward bullying can be achieved if all concerned work together, using a humanistic value system, an open workplace atmosphere, group collaboration and conflict resolution. We developed an intervention, including lecturers and reflection groups, which ultimately resulted in an action plan. Focus group interviews at the fourth meeting, after the implementation, showed that employees were then more aware of bullying problems; the atmosphere at the workplace improved; the collaboration between and within the group was stronger; and the supervisor worked continuously to prevent and combat bullying, using the humanistic values suggested. We propose additional systematic work to implement our action plan and a conflict resolution system. CONCLUSIONS THE ANTI-BULLYING PROGRAM IMPLEMENTATION IN THE WORKPLACE ACHIEVED SOME SUCCESS, BUT THE INTERVENTION PROCESS IS ONGOING: © 2014 the Nordic Societies of Public Health.
    Scandinavian Journal of Public Health 11/2014; 42(15 Suppl):66-73. DOI:10.1177/1403494814549494 · 1.83 Impact Factor
    • "Similarly, young nurses may face greater bullying than old nurses (Vessey et al., 2009; Yildirim, 2009). A rite of passage , where new graduates are tested and pranked by senior nurses, is a form of hazing but is often viewed as a cultural norm (Center, 2011; Cleary et al., 2010; Johnson, 2011; Laschinger et al., 2010; Rosenstein & O'Daniel, 2008; Vessey et al., 2009). Higher prevalence of bullying behaviors may exist at the primary hospital than at the orthopedic or women's and children's hospitals because it is a trauma center and has multiple ICUs, multiple service lines, and multiple surgical units (Rosenstein & O'Daniel, 2008; Vessey et al., 2009). "
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    ABSTRACT: AIM:: The aim of this article is to examine the relationship between three types of bullying (person-related, work-related, and physically intimidating) with two types of outcomes (psychological/behavioral responses of nurses and medical errors). In addition, it investigates if the three types of bullying behaviors vary with age or gender of nurses and if the extent of bullying varies across different facilities in an institution. Nurses play an integral role in achieving safe and effective health care. To ensure nurses are functioning at their optimal level, health care organizations need to reduce negative components that impact nurses' job performance and their mental and physical health. Mitigating bullying from the workplace may be necessary to create and maintain a high-performing, caring, and safe hospital culture. Using an internal e-mail system, an e-mail requesting the participants to complete the questionnaire on Survey Monkey was sent to a sample of 1,078 nurses employed across three facilities at a university hospital system in Midwest. Two hundred forty-one completed questionnaires were received with a response rate of 23%. Bullying was measured utilizing the Negative Acts Questionnaire-Revised (NAQ-R). Outcomes (psychological/behavioral responses of nurses and medical errors) were measured using Rosenstein and O'Daniel's (2008) modified scales. Person-related bullying showed significant positive relationships with psychological/behavioral responses and medical errors. Work-related bullying showed a significant positive relationship with psychological/behavioral responses, but not with medical errors. Physically intimidating bullying did not show a significant relationship to either outcome. Whereas person-related bullying was found to be negatively associated with age of nurses, physically intimidating bullying was positively associated with age. Male nurses experienced higher work-related bullying than female nurses. Findings from this study suggest that bullying behaviors exist and affect psychological/behavioral responses of nurses such as stress and anxiety and medical errors. Health care organizations should identify bullying behaviors and implement bullying prevention strategies to reduce those behaviors and the adverse effects that they may have on psychological/behavioral responses of nurses and medical errors.
    Health care management review 02/2014; 40(2). DOI:10.1097/HMR.0000000000000015 · 1.30 Impact Factor
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