Dianne Gardner, Maree Roche, Tim Bentley, Helena Cooper-Thomas, Bevan Catley, Stephen Teo and Linda Trenberth
Workplace bullying involves a power imbalance, and despite laws in New Zealand which prohibit discrimination on the grounds of gender, women remain under-represented in top-level…
Abstract
Purpose
Workplace bullying involves a power imbalance, and despite laws in New Zealand which prohibit discrimination on the grounds of gender, women remain under-represented in top-level roles. The aim of the study was to examine whether gender and role (managerial/non-managerial) were related to the bullying experienced by women and men.
Design/methodology/approach
An online survey collected data from 991 (41%) men and 1,421 (59%) women. The survey provided a definition of bullying and asked participants whether they had been bullied at work. If they replied yes, then follow-up questions asked for the gender and role of the perpetrator.
Findings
Women were more likely than men to self-identify as having been bullied. Male employers, senior managers, middle managers, supervisor and peers bullied men and women about equally, whereas women bullied women far more than they bullied men. The largest group of bullies of women were female peers, who rarely bullied male peers, while male peers bullied both genders about equally. Female clients bullied female staff but almost never male staff; male clients bullied both men and women but the numbers were small.
Research limitations/implications
These data relied on self-report, and people may be reluctant to identify themselves as targets or may not recognize that the negative behaviours they have been facing amount to bullying. Qualitative data can help explore these issues from societal, organizational and policy perspectives.
Practical implications
While men and women may differ in how often they recognize or admit to having been bullied, the gendered nature of power in the workplace is well established and reinforced in the findings here. It is clear that organizational leaders, both male and female, need to understand gender and power imbalance and act as role models. Currently, the authors’ findings show that the behaviour of at least some of those at the top of New Zealand organizations needs to improve.
Social implications
The problem of bullying at work will not be easy to solve. The solutions lie, not with “fixing” individuals via training, stress management and well-being programmes but with effective systems, procedures, policies and leadership that recognize the power dynamics at work.
Originality/value
Little is known at present about the relationships between gender and bullying behaviour. The paper focusses on who bullies whom in the workplace and finds that men tend to bully both men and women while women tend to bully women. Importantly, the authors’ works suggest that instead of structural and organizational measures to manage bullying, greater initiatives to manage bullying need to consider how gender and power dynamics interact at work.
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Helena Cooper‐Thomas, Dianne Gardner, Michael O'Driscoll, Bevan Catley, Tim Bentley and Linda Trenberth
The purpose of this paper is to examine the direct and buffering effects of three workplace contextual factors – constructive leadership, perceived organizational support, and…
Abstract
Purpose
The purpose of this paper is to examine the direct and buffering effects of three workplace contextual factors – constructive leadership, perceived organizational support, and organizational anti‐bullying initiatives – on bullying and its relationships with relevant criteria. Further, the paper aims to investigate the effectiveness of organizational initiatives against bullying as perceived by targets and non‐targets.
Design/methodology/approach
Data were collected from 727 employees in nine New Zealand healthcare organizations. Of these, 133 employees were classified as bullied, as they had experienced at least two negative acts per week over the last six months.
Findings
Correlations revealed negative relationships between the three contextual work factors and bullying. Moderated regression showed that perceived organizational support buffered the relationship of bullying with self‐rated job performance, and that organizational initiatives against bullying buffered the relationship of bullying with both wellbeing and organizational commitment. Targets consistently gave lower ratings than non‐targets of the effectiveness of organizational initiatives to address bullying.
Originality/value
There is scant research on workplace factors that may reduce bullying and buffer its negative effects. This paper makes an original contribution in providing evidence of the importance of three contextual factors, and of buffering effects for perceived organizational support and organizational initiatives against bullying.
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Holly Raima Hippolite and Toni Bruce
Purpose – This chapter investigates how being Māori influences the sport experiences of Māori participants, and offers a critical Māori perspective on mainstream New Zealand…
Abstract
Purpose – This chapter investigates how being Māori influences the sport experiences of Māori participants, and offers a critical Māori perspective on mainstream New Zealand sport. It argues for the value of moving towards a culturally competent approach that embraces, rather than resists, Māori tikanga and practices.
Design/methodology/approach – The research is driven by an Indigenous kaupapa Māori research methodology that privileges research by Māori, about Māori, being Māori. Ten highly experienced Māori participants were interviewed. The cultural competence continuum was employed to assess New Zealand sport’s ability to meet the needs of its indigenous peoples.
Findings – For the Māori participants, mainstream sport reflects the echoes of colonial ways of thinking that frequently ignore or devalue Māori values or interpret assertions of self-determination as separatist and divisive. Using examples from the participants’ experiences, we argue that cultural competence is something that could benefit all in New Zealand sport.
Research limitations/implications – The limitations of a small sample are addressed by triangulating the participants’ perspectives with other sources of information about Maori sporting experience.
Originality/value – The chapter privileges a Māori critique of existing structures and suggests a way forward that could positively influence sport delivery for Māori and people of all ethnicities.
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Although private health care is regarded as providing a premium quality experience for both patients and staff alike, it is not without its daily challenges for health…
Abstract
Purpose
Although private health care is regarded as providing a premium quality experience for both patients and staff alike, it is not without its daily challenges for health professionals. This study aims to explore the psychological contract of nurses to develop a greater understanding of how employee–employer interaction impacts motivation levels.
Design/methodology/approach
Data were gathered through semi-structured interviews with thirteen nurses at a private hospital in South Africa. Five nursing managers were interviewed to provide a management perspective. Thematic analysis was used to identify the salient elements of the psychological contract and to establish connections with motivational features.
Findings
The psychological contract of nurses was balanced in nature, contained predominantly relational elements and was characterized by the need for manager support, leadership and autonomy. Motivation was a by-product of fulfilment and was enhanced by a combination of tangible and intangible rewards.
Practical implications
Nursing managers should recognize their role in caring for the wellbeing of their staff and should be trained accordingly. Equipping nurses with the necessary tools to work autonomously, as well as acknowledging their skills, will stimulate confidence and improve motivation.
Originality/value
This study makes an important contribution to the existing literature on the psychological contract of nurses within the health-care system. It provides insight into relationship-based mechanisms that can be used to improve the motivation of nurses and thus impact the overall quality of patient care.