Evidence synthesis on the occurrence, causes, consequences, prevention and management of bullying and harassment behaviours to inform decision making in the NHS

Background Workplace bullying is a persistent problem in the NHS with negative implications for individuals, teams, and organisations. Bullying is a complex phenomenon and there is a lack of evidence on the best approaches to manage the problem. Aims Research questions What is known about the occurrence, causes, consequences and management of bullying and inappropriate behaviour in the workplace? Objectives Summarise the reported prevalence of workplace bullying and inappropriate behaviour. Summarise the empirical evidence on the causes and consequences of workplace bullying and inappropriate behaviour. Describe any theoretical explanations of the causes and consequences of workplace bullying and inappropriate behaviour. Synthesise evidence on the preventative and management interventions that address workplace bullying interventions and inappropriate behaviour. Methods To fulfil a realist synthesis approach the study was designed across four interrelated component parts: Part 1: A narrative review of the prevalence, causes and consequences of workplace bullying Part 2: A systematic literature search and realist review of workplace bullying interventions Part 3: Consultation with international bullying experts and practitioners Part 4: Identification of case studies and examples of good practic

Impact of a Workplace Stress Reduction Program on Blood Pressure and Emotional Health in Hypertensive Employees

This study examined the impact of a workplace-based stress management program on blood pressure (BP), emotional health, and workplace-related measures in hypertensive employees of a global information technology company

ADR-based Workplace Conflict Management Systems: A Case of American Exceptionalism

[Excerpt] The diffusion of ADR-based conflict management systems is a development increasingly highlighted in the literature. Organizations are seen as putting in place multiple procedures and practices so that different varieties of workplace conflict can be effectively addressed. Just why organizations are electing to introduce these integrated bundles of innovative conflict management practices is a matter of debate, but many view the development as transforming the manner in which workplace problems are managed in modern organizations, with some even pronouncing that it amounts to the rewriting of the social contract at work (Lipsky and Seeber 2006). This paper argues that to the extent to which conflict management systems are being diffused, it is occurring mainly in the USA became the institutional context for the management of the employment relationship creates considerable incentives for the adoption of ADR-inspired conflict management innovations. Other Anglo-American countries, where it might be thought reasonable to expect a similar pattern of ADR innovation at the workplace to emerge, are not experiencing any discernible shift towards conflict management systems inside organizations. It is suggested that in the absence of institutional incentives to adopt workplace management systems, organizations are unlikely to opt for radical conflict management innovations. At the same time, drawing on research in the Irish context, it is argued that tried-and-tested conflict management practices do change over time, with an incremental and evolutionary approach adopted by some organizations to upgrade practices considered the most interesting development. The paper is organized as follows. The first section assesses why the emergence of integrated conflict management systems in organizations is considered to be a significant new development in the USA. The next section evaluates evidence and suggests that a similar pattern of workplace conflict management innovation is not occurring in other Anglo-American countries. After this evaluation, it is suggested that the institutional context in the USA creates uniquely strong incentives for organizations to adopt integrated bundles of ADR practices at the workplace - causing the emergence of conflict management systems to be a case of ‘American exceptionalism’. The following section argues that in the absence of strong institutional incentives to do so, organizations are unlikely to move radically away from established conflict management systems. The penultimate section explains that even in the presence of organizational inertia, conflict management practices seldom stay the same and uses research in the Irish context to suggest that organizations sometimes use an evolutionary approach to upgrade conflict management practices in an incremental yet continuous manner. The final section presents a number of case studies of this evolutionary approach to conflict management innovation. The conclusions bring together the arguments of the paper

Human Resource Management Diffusion and Productivity Imbalances

In this study, we explore spatial variance in management practices and assess its potential contribution to regional imbalances in productivity. The research builds on a growing body of evidence which indicates that differences in management practices can account for a substantial share of cross-country differences in total factor productivity, and which identifies an important role for management practices in explaining differences in productivity between firms in the UK. We contribute to this literature by studying regional variation in HRM and related management practices using workplace-level (i.e. plant-level) data in Britain, taken from the Workplace Employment Relations Survey (WERS). We use these data to map spatial variance in HRM intensity in Britain. We then seek to account for that variance and, in doing so, establish whether regional variance in HRM can help to account for regional variance in productivity. This analysis is complemented by a comparative investigation of equivalent data for France, where levels of productivity and HRM are both higher and less dispersed

Contemplating Mindfulness at Work: An Integrative Review

Mindfulness research activity is surging within organizational science. Emerging evidence across multiple fields suggests that mindfulness is fundamentally connected to many aspects of workplace functioning, but this knowledge base has not been systematically integrated to date. This review coalesces the burgeoning body of mindfulness scholarship into a framework to guide mainstream management research investigating a broad range of constructs. The framework identifies how mindfulness influences attention, with downstream effects on functional domains of cognition, emotion, behavior, and physiology. Ultimately, these domains impact key workplace outcomes, including performance, relationships, and well-being. Consideration of the evidence on mindfulness at work stimulates important questions and challenges key assumptions within management science, generating an agenda for future research

Editorial : union strategies and worker engagement with new forms of work and employment

For the UK government, management and some trade union organisations, the idea behind the concept of the high-performance workplace(HPW)is that it can deliver comparative advantage because it enables firms to deliver increased performance on the basis of socially consensual management practices. There are two aspects to the broad picture of what is meant by socially consensual management practices

Adverse Workplace Conditions, High-Involvement Work Practices and Labor Turnover: Evidence from Danish Linked Employer-Employee Data

This paper contributes to the emerging strand of the empirical literature that takes advantage of new data on workplace-specific job attributes and voluntary employee turnover to shed fresh insights on the relationship between employee turnover, adverse workplace conditions and HRM environments. We find evidence that workers in hazardous workplace conditions are indeed more likely to separate from their current employers voluntarily while High-Involvement Work Practices (HIWPs) reduces employee turnover. Specifically, exposing a worker to physical hazards such as loud noise, vibration or poor lighting will lead to a 3 percentage point increase in the probability of turnover from the average turnover rate of 18 percent; working in a fixed night shift will result in an 11 percentage point jump in the turnover probability, and having an unsupportive boss will lead to a 5 percentage point increase. The effect of HIWPs is modest yet hardly negligible with a 4 percentage point reduction in the turnover probability from having voice in the workplace. Furthermore the turnover-increasing effect of physical hazards is found to be significantly reduced by the presence of strong information sharing whereas the adverse effect on turnover of the use of fixed night shift is also found to be significantly mitigated by the authority delegation to workers by management. As such, our evidence lends support to those who advocate the use of HIWPs for those firms with employee turnover problems due to hazardous workplace conditions. Finally, our logit analysis of the 5-year odds of improving workplace conditions suggests that the worker exposed to adverse workplace conditions can improve her long-term odds of rectifying such workplace adversities significantly by separating from the firm voluntarily. Voluntary turnover appears to be a rational worker response to adverse workplace conditions, and unless the firm alleviates its adverse workplace conditions directly or mitigates their effects on voluntary turnover through HIWPs, workers exposed to adverse workplace conditions will likely continue to take the exit option.employee turnover, workplace conditions, human resource management, high-involvement work system, high-performance work system

Platform for Health and Wellbeing pilot study: provision of weight management support via the workplace

Introduction: The role of the workplace as an opportunity for improving health has been highlighted in recent reports. The East Midlands Platform for Health and Wellbeing is a network of private, public and voluntary sector organisations working to improve health and reduce obesity. Member organisations commit to undertake actions to improve health and wellbeing of employees, individuals and/or communities. As part of Slimming World’s commitment, this pilot assessed the merits of providing weight management support via the workplace at two large regional employers. Methods: 278 British Gas and Nottingham University Hospitals NHS Trust employees were offered 12 weeks’ support at either a bespoke workplace group or established community-based Slimming World group. Weight change was recorded weekly. Dietary and physical activity behaviours, along with aspects of psychological health were assessed by questionnaire pre and post-programme. Results: 121 employees (meeting inclusion criteria) joined a workplace-based group and 114 a community-based group. Weight and attendance: Mean joining BMI was 32.4kg/m2. 138 (59%) participants completed the programme (attended within final 4 weeks).Behaviour changes: Participants who completed both questionnaires (n=87), reported positive changes in dietary and physical activity behaviours (all p<.001) (figure 1), and psychological health (mental wellbeing, self-worth and self-esteem, all p<0.05). There were no significant differences between worksite and community intervention groups for any outcomes. Conclusion: Providing weight management support via the workplace significantly reduced weight of participants (-3.9%). Completer analysis also revealed positive changes in healthy eating habits and activity levels, and also importantly psychological health, which may impact on working life. The Slimming World programme works effectively within both the work setting and via community-based provision when employees are recruited via the workplace

Book Review: The Dysfunctional Library: Challenges and Solutions to Workplace Relationships

It is not easy to tackle the issues and address the impact of abnormal or unhealthy interpersonal behaviors and interactions in the workplace. Drawing from literature on dysfunctional organizational cultures and workplaces from the library, management, and organizational development disciplines, Jo Henry, Jo Eshleman, and Richard Moniz approach the subject of the dysfunctional library in a slim volume titled The Dysfunctional Library: Challenges and Solutions to Workplace Relationships