New insights reveal widespread workplace bullying issues prompting job resignations.
- A stunning 50% of employees have faced or left due to bullying.
- Women particularly impacted, with a 60% experiencing such issues.
- Various forms of bullying include unfair criticism and verbal abuse.
- Under-reporting of bullying incidents highlights a need for cultural change.
Recent findings have brought to light the unsettling reality of workplace bullying, showing that over 50% of people, and notably 60% of women, have faced or contemplated leaving their jobs due to bullying by a manager or colleague. This phenomenon underscores a pervasive issue within workplaces, affecting morale and job retention considerably.
The survey, conducted by law firm Wright Hassall, canvassed over 1,000 UK employees, with results indicating that about half of the women surveyed have experienced bullying. This includes various negative behaviours such as receiving unfair criticism, being blamed unjustly, and verbal abuse, such as shouting, which deeply affect workplace harmony.
One in four respondents reported being undermined or having their work belittled, with this issue disproportionately affecting women by 24%. Additionally, 23% have received unwarranted blame or critique, and abrupt communications are experienced by 22% of staff, with women reporting this 7% more than men. Instances of offensive jokes, verbal assaults, and exclusion illustrate further the breadth of this issue.
Tina Chander, Head of Employment at Wright Hassall, notes: “It’s worrying to see that 50% of people have left or considered leaving a role because of bad behaviour. With more women experiencing these types of behaviours, it’s no wonder many want to leave.” Her comments highlight the pressing need for cultural transformation in workplaces to address these behaviours effectively.
The research also reveals a significant gap in reporting workplace bullying, with 72% choosing not to report these incidents. For those who did report, nearly half indicated that the situation was either dismissed or exacerbated, particularly affecting men, of whom 58% felt their concerns were ignored or worsened. This reluctance to address such issues suggests a critical need for better support systems and reporting channels within these environments.
Interestingly, the data indicates that older employees report lower instances of bullying, with those aged 55 and above the least affected. Chander suggests that this may not necessarily reflect lower incidence but rather a greater awareness among younger employees about what constitutes workplace bullying.
The solution seems to lie partly in effective training and clear processes to deal with bullying. Organisations are encouraged to create an environment that not only identifies but also actively combats harassment comprehensively, ensuring that all employees feel safe and supported.
Addressing workplace bullying requires focused cultural change and enhanced support systems.
