Negative workplace behaviours at the University of Hard Knocks

Whilst universities strive to provide an environment which values integrity and excellence, staff continue to have a powerful effect on the organisation and its reputation (Cleary et al., 2012). As the opening quote suggests, just one person is all that is needed to create mayhem. This one person can have a devastating effect on the organisation, with all manner of sequelae including attrition. Among other behaviours that can have a toxic impact on an organisation is bullying. The subject is attracting increasing attention. In the social and print media, there have been reports about bullying in higher education settings'. The healthcare literature also provides ample evidence that many healthcare staff are working in a culture where bullying exists, and that they will continue to struggle until zero tolerance towards bullying is achieved (Hutchinson, Vickers, Jackson, & Wilkes, 2005, 2006a, 2006b, 2006c, 2009). Measures have been taken by various organisations over the years that would, at least indirectly, discourage bullying. For example, common to most workplace settings are ethical codes, codes of conduct and legislative requirements for employers and employees to protect the health, safety and welfare of all people in workplaces. Anti-bullying policies may or may not be specified. Perhaps the more important issue is whether personnel actually read these materials and, if so, when they do so. Do staff read the materials at the start of their employment, or only if problems arise, and do they in any case understand that they read?