According to research by a team of Canadian academics, bullying in the work place is more detrimental to job satisfaction than sexual harassment. The research team analysed 110 studies conducted over the past 21 years, and paid special attention to the effects of bullying on job satisfaction and work relationships (co-workers and managers/supervisors), as well as work stress, anxiety levels and job turnover. They defined bullying as persistent criticism, shouting, spreading gossip, ignoring employees, hostility and insulting employees with regard to all aspects of their lives. And apparently, over 21 years of research has revealed that while sexual harassment grabs all of the headlines, bullying is more likely to result in employees turning their backs on their jobs.

M. Sandy Hershcovis from the University of Manitoba says that one of the reasons for this could be that most organisations have methods in place to combat and deal with instances of sexual harassment, but that there are virtually no means of redress for employees who are bullied. In addition, bullying can be very difficult to pinpoint and report. As an example, Hershcovis cites cases where workers are excluded from group lunches among their colleagues or treated as if they are invisible. Complaining about such treatment comes across as petty whinging, but its effects can be devastating to those on the receiving end.

In a separate study by the Samaritans, a non-profit organisation that offers support to those suffering from emotional distress, it was found that one in four British and Irish employees are unduly stressed by bullying at work. The findings also revealed that a whopping 80% of all workers have been picked on by workplace bullies during the course of their working lives, and that 33% feel that their only means of escape is to leave the country. These are pretty dire statistics for employers and employees alike.

Both studies highlighted the role of management in workplace bullying, either overtly or tacitly. Some managers apply bullying tactics as a means to "encourage" employees to work harder and achieve more. But this backfires superbly because chastised employees bearing the brunt of criticism are likely to withdraw and underperform, often in weird self-fulfilling methods. They're told that they're incompetent and rubbish, so they become incompetent and produce rubbish. Many managers also overlook obvious instances of bullying in a misguided effort to try and keep the peace, which just creates more anger and resentment among the work force.

As the workplace bully phenomenon continues to rise, many "bully-experts" have risen with it, each with a sure-fire fool-proof method to deal with bully-prevalent environments. Some tips are more helpful than others. Take for instance that age-old piece of wisdom that bullying stems from some deep-seated insecurity. While that information is no doubt infinitely helpful to a psychiatrist studying bullying or trying to help someone with bullying tendencies, it does absolutely nothing for the bully's victim or victims. Their problems don't make their bullying any easier to bear, and people who say that victims should have sympathy for their bullies have obviously never felt the burning all-consuming humiliation that accompanies an attack.

And what about the advice not to take it personally, or not to be intimidated, or not to react or defend yourself? Obviously people who dish out that sort of "advice" have forgotten what it's like to be human. Because it's human nature to feel and do all of the above, while it goes against the grain to shrug bullying off and continue as if absolutely nothing were amiss.

But some advice is more practical than puerile, such as getting to know bullies' tactics and learning to read their moods. If you can spot an attack coming, you can try to avoid it, circumvent it or defuse it. At the worst, you can hide in the loo until the storm has blown over. You can also keep notes of bullying incidents, with careful note of the date, time, and witnesses. In case you feel like you would like to lay a formal complaint and take the case further, it's important to have as much factual evidence as possible. And finally, leave. No job, no matter how hefty the pay cheque, is worth your physical, emotional and mental health. Just make sure that you get an exit interview so that those in charge are aware of your reasons for making an early departure.

Recommended sites:

management-issues.com/2008/3/13/research/bullying-more-damaging-than-sexual-harassment.asp
health24.com/news/Workplace/1-957,43776.asp
health24.com/Woman/General/711-733-1500,20170.asp