Workplace Bullying: Causes, Consequences, and Intervention Strategies

Workplace bullying is detrimental to employees and organizations, yet in a meta-analytic review of studies representing a range of countries (North America, Scandinavian, and other European), ap-proximately 15% of employees report being victimized at work (Nielsen, Matthiesen, & Einarsen, 2010). Workplace bullying is de-fined as repeated exposure, over a period of time, to negative acts such as abuse, teasing, ridicule, and social exclusion (Einarsen, 2000). Researchers have traditionally conceptualized bullying to in-volve face-to-face interactions; however, the increasing use of tech-nology in the workplace has seen a rise in “cyberbullying,” whereby employees may be victimized over email or social networking web-sites (Weatherbee, 2010). Though bullying behaviors can originate from anyone at work (e.g., coworkers, supervisors, or subordinates), more often than not, the perpetrator has more power or perceived power than the target (Mikkelsen & Einarsen, 2002).