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Effective ways to improve workplace culture and dynamics following a workplace investigation Sarah Carrier Monash University

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Page 1: Effective ways to improve workplace culture and … ways to improve workplace culture and dynamics following a workplace investigation Sarah Carrier Monash University 2 Abstract This

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Effective ways to improve workplace culture and dynamics following a workplace investigation

Sarah Carrier

Monash University

Page 2: Effective ways to improve workplace culture and … ways to improve workplace culture and dynamics following a workplace investigation Sarah Carrier Monash University 2 Abstract This

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Abstract

This paper aims to summarise recent literature regarding the most effective ways to improve

workplace culture and dynamics following an investigation into workplace behaviour. This research

considers interventions at the individual, team, policy and organisational levels and evaluates their

effectiveness in reducing toxicity in the workplace and decreasing the likelihood of bad behaviours

re-occurring. Worklogic clients (between years of 2014 - 2016) were invited to participate in a short

anonymous online survey in which they described the interventions that they implemented following

a workplace investigation of alleged misconduct. The results suggested that while many

organisations are following basic recommendations in the literature, there are a number of

interventions, such as emotion-awareness focused discussions and team-based activities, which could

vastly improve the workplace environment. Recommendations are provided, based on the literature,

as to the best methods for organisations to cultivate a healthy and positive culture in the team and in

the workplace, after a misconduct investigation.

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Over the past decade, there has been a substantial increase in research worldwide surrounding

the identification, manifestation and impact of poor behaviour in the workplace, particularly

workplace bullying. This research is validated by recent changes to the Fair Work Act (2009) to

incorporate the term ‘workplace bullying’ into legislation, emphasising the relevance of bullying

research and the need to address such behaviours in workplaces across the nation (O’Rourke &

Antioch, 2016).

Earlier studies into the effects of workplace bullying emphasised the impact of such

behaviours on the individuals directly involved. Recently, there has been an increased focus on the

impact of such behaviours on overall workplace culture and dynamics. This is an important area of

research, as poor behaviours in the workplace not only create interpersonal problems but promote the

likelihood of further inappropriate behaviour, breeding toxic workplace environments. Working

backwards, the idea therefore, is that, by improving workplace culture and dynamics, the incidence

of bullying and other such problems may then be reduced, resulting in more constructive workplace

environments, as well as reducing the resources and costs required to manage such problems.

Much of the research conducted on workplace bullying investigates the prevalence of

workplace bullying and the conditions under which it appears. Whilst this is not our primary focus, it

is important to understand the conditions under which bullying manifests, so such conditions can be

alleviated to prevent further misconduct. There are a number of factors implicit in some types of

organisations that can create an unsettling environment for employees. In general, there is a far

greater incidence of workplace bullying in large, public sector organisations compared to smaller,

private sector organisations, with employees in the private sector reporting greater confidence in

their organisation’s ability to manage bullying issues (Hodgins, MacCurtain & Mannix-McNamara,

2014; Salin, 2008b). Larger organisations tended to have more formal written policies and

established human resources departments, so it is noteworthy that such policy factors did not seem to

modulate the prevalence of bullying (Salin, 2008a).

Furthermore, it is important to identify that unhealthy workplace behaviours can manifest in a

number of ways. Bad behaviour can be a result of inappropriate conduct by the parties at an

individual level. It can be a result of poor team management or poor role assignment at a team level.

It can also be organisational – a result of poor structure of the organisation as a whole. Policy matters

can also influence the prevalence of poor behaviour at all these levels. In this proposal, we consider

interventions at each of these tiers that may influence the ways in which unhealthy behaviours are

managed in the workplace (Furnham & Taylor, 2011). The literature reflected the importance of

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interventions at the individual, team, policy and organisational levels in improving workplace culture

and dynamics. Intervention at all levels are vital for a succinct and enduring approach to preventing

workplace incidences in the future.

Individual interventions

The individual interventions identified as being most successful in improving workplace

culture were interventions that included a focus on parties’ emotions. Recent literature suggests that

consideration of parties’ emotions in dealing with the incident allows parties to feel more in control

of the procedure and improves self-efficacy (Jameson, Bodtker & Linker, 2010). This often

manifests through informal facilitated discussion between the parties, which incorporates

consideration of parties’ thoughts, feelings and expectations. Promoting emotional perspective taking

– so all parties can come to a mutual understanding of other parties’ feelings - can assist in moving

forward and encourages a more conducive environment for managing the problem (Jameson,

Bodtker & Linker, 2010). The converse is that parties’ emotions are not addressed, and underlying

resentment is able to fester. This can then present as reduced job satisfaction and poorer attitude

towards work, which can have effects well beyond the individual level (Hutchinson & Hurley, 2013).

Promoting positive attitudes through open discussion can assist in conflict resolution and help

management to revise the duties and roles of the parties involved in the conflict, so as to prevent

further incidences and a negative impact on workplace culture (Hutchinson & Hurley, 2013).

Management’s approach towards incidences of bullying was also important in predicting

future unhealthy behaviours. Whilst management methods of dealing with bullying are outside the

scope of this paper, it is important to note that the notion of procedural fairness was important in

promoting lower rates of absenteeism, greater job satisfaction, commitment, and work ethic,

resulting in greatly improved workplace dynamics (Barsky & Kaplan, 2007). In this regard, it is not

so much the effect of procedural fairness being in place as much as it is the employees being aware

that there are fair procedures in place (Barsky & Kaplan, 2007). The overall tone of the bullying

procedures also influenced workplace culture, with several studies suggesting that procedures

focused on mediation and reconciliatory measures rather than strictly punitive measures resulted in

better outcomes for the workplace as a whole (Cicerali & Cicerali, 2016). Reconciliatory measures

noted include discussion with parties involved, consulting health care services and offering

counselling for the individuals involved, procedures that assist in early intervention (Salin, 2008a).

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Whilst these reconciliatory measures were important in the initial stages of conflict, it was

noted that, as conflict progressed, more punitive measures were important to indicate a strong

commitment to anti-bullying by the organisation and to deter similar behaviours (Salin, 2008a).

Whilst transfer measures, such as physical separation of complainant and respondent and transfer to

a different department were less useful in addressing the true nature of the problem, they were

important where the respondent was in a managerial position or causing significant distress to the

complainant (Salin, 2008a). Punitive measures were deemed necessary where it was important to set

a clear example about inappropriate behaviours and where a respondent’s behaviour is so poor that

reconciliatory methods are not possible and the only option is to demote or terminate the respondent

(Salin, 2008a).

The literature concurs that the poorest means of dealing with workplace bulling is avoidance

– where no measures are taken to deal with the conflict at hand. This ‘laissez-faire’ attitude is

manifested in an abdication of responsibilities and is not only detrimental in solving the present

problems but sets a precedent of inaction and acceptance of poor behaviours which can often escalate

personal conflicts and promote an overall toxic workplace environment (Skogstad, Einarsen,

Torsheim, Aasland & Hetland, 2007). Hence, when interventions are implemented at the individual

level, it is just as important that their implementation is communicated to all employees so as to

promote confidence in their workplace that appropriate measures are in place and that management

are taking an active role in handling the conflict (Skogstad et al., 2007).

Team interventions

The most common team interventions suggested in the literature were training of employees

regarding workplace bullying and general conflict management. Training was stressed to be of

importance because it increased general awareness of appropriate behaviours and empowered

employees to feel more competent in identifying and reporting incidences of inappropriate behaviour

(Salin, 2008a). There is good evidence that appropriate training may combat bullying, provided the

training reflects the experiences of the current workplace, rather than being a generalised training

framework that is non-specific to the organisation (Strandmark & Rahm, 2014; Fox & Stallworth,

2009). In such cases, training materials that are not reflective of the organisation can actually create

an additional outlet for tensions as a result of conflict discussion and can be detrimental to the

organisation (Beirne & Hunter, 2013).

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Active bystander training is a recent notion that involves promoting employees to notice

inappropriate behaviour and stand up against such behaviour rather than remaining silent and

enabling the behaviour (Van Heugten, 2011). Such training is an important remedy at the team level

– as it makes bullying everybody’s problem and promotes a culture of zero tolerance (D’Cruz &

Noronha, 2011). It is well studied that silent bystanders contribute to the escalation of maladaptive

behaviours, and, conversely, rewarding employees who take a firm stance against bullying creates an

attitude that quickly spreads throughout the organisation and makes bullying less and less acceptable

(Paull, Omari & Standen, 2012).

Other important team interventions include educating employees about the impacts of

bullying, even if they are not directly involved in the conflict (Van Heugten, 2011). Taking this

broader approach to addressing poor behaviours means that the whole organisation can reflect and

improve on workplace dynamics, rather than only the parties involved (Van Heugten, 2011). This

education can extend to coaching of the team to be active in their commitment to safe workplace and

knowing how to recognise premediating bullying behaviours (Saam, 2010).

Using feedback systems, such as attitudes surveys and appraisal discussions, can provide a

broader perspective on the general sentiments of employees and assists in identifying potential

problem areas and patterns that are often markers of future bullying behaviours (Salin, 2008b;

Tavanti, 2011). Such surveys are obviously important for management to identify areas in need of

improvement but also vital for creating a sense of openness and empowerment to the individuals of

the organisations (Tavanti, 2011). Teams that feel comfortable confronting issues of poor behaviour

create a workplace culture that is not stifled, or breeding underlying resentment, and means that

when such issues arise, they can be dealt with in a timely and appropriate manner. Promoting

effective team work through team building activities can also promote this sense of openness and is

important for building trust and accountability; key pillars in preventing the manifestation of toxic

behaviours in the workplace (Beirne & Hunter, 2013).

The literature stresses, however, the importance of continuous follow-ups in team based

interventions rather than one-off activities, in order to ensure similar poor behaviours do not re-occur

(Marsh, 2013). Whilst a one-off activity is important following an investigation, and far more

beneficial than no intervention, continuous follow-ups and ‘checking in’ on the team suggests a real

commitment by the organisation and is far more likely to promote long term positive workplace

culture (Hodgins et al., 2014; D’Cruz et al., 2011). Any team intervention is also important as a

means for increasing collaboration between groups and reduces the alienation of particular parties,

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ensuring all employees not only feel included but responsible for the behaviours which manifest in

the workplace (Strandmark & Rahn, 2014).

Policy interventions

Stressed in much of the literature is the importance of a clear anti-bullying framework. Whilst

the contents of such framework is not the focus of this paper, it cannot be ignored how often a

comprehensive anti-bullying framework was noted as being a key factor in reducing workplace

bullying incidences (Salin, 2008a). Whilst there are the obvious consequences of such a framework

when bullying has occurred, the framework also works to improve awareness of what constitutes

bullying and what is appropriate conduct in the workplace (Salin, 2008b). Reducing the ‘fuzziness’

surrounding the definition of workplace bullying assists in increasing awareness surrounding

bullying and furthermore gives employees confidence in their organisation to appropriately manage

such conduct (Cicerali & Cicerali, 2016; Salin, 2008b). Such frameworks also empower the

management team and create an environment of trust and support, and an open platform to discuss

issues that come to light (Beirne & Hunter, 2013; Strandmark & Rahm, 2014).

Implementing positive policies and a humanistic values system is becoming increasingly

popular, as more literature is revealing the benefits of a healthy workplace (Beale & Hoel, 2011).

Policies implemented at the organisational level which focus on broader ideas of mutual respect and

dignity appear to have more influence than policies that focus solely on bullying (Beale & Hoel,

2011). Reinforcing the importance of empathy, tolerance and respect not only creates an amicable

work environment, but also promotes the development of workplace friendships that are important in

counteracting bullying (Strandmark & Rahm, 2014).

Organisational interventions

The organisational interventions following an investigation are often the most instrumental in

improving workplace culture but also require much more effort and coordination amongst

departments. A study by Hodgins et al. (2014), suggested that organisational morale and climate are

key predictors of incivility in the workplace. Developing organisational values that reflect a healthy

and open workplace culture are shown to foster change of attitudes, values and beliefs amongst

employees in the organisation, which can act as direct deterrents to bullying behaviours (Hodgins et

al., 2014).

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Unfortunately, in a number of bullying cases, management are often some or most of the

cause of the poor behaviour (Beale & Hoel, 2011). Therefore, it is vital that management training is

conducted, to ensure that managers have the capacity to handle workplace disputes confidently, and

are setting a model example for fellow colleagues (Salin, 2008b). A study by Allison and

Bastiampillai (2016) suggests that managers should be trained in leading anti-bullying programs and

be given key performance indicators in relation to these goals. Recent literature highlights that

younger managers are demonstrating greater awareness of bullying and a larger repertoire of

methods for dealing which such issues. This suggests that managers are being employed with

consideration for their ability to handle dispute (Salin, 2008a). Managers should be trained to be

flexible and behave in a proactive and positive manner in order to reduce the occurrence and

escalation of poor behaviours (Saundry, Jones & Wibberley, 2015; Armstrong & Baron, 2005).

Furthermore, employing emotionally strong individuals for managerial positions has been shown to

alleviate bullying behaviours (Cicerali & Cicerali, 2016). Therefore, improving emotional

intelligence in managers will play a key role in creating a supportive and approachable leadership

team (Hutchinson & Hurley, 2013). Conversely, weak leadership and a lack of assumed

responsibility are key features of a managerial team which often lead to bullying behaviours (Salin,

2008b).

A current trend in literature is the emphasis of health promotion in the workplace as an

organisational approach to improving culture and dynamics. Health promotion in the workplace

involves increasing awareness of the influence of employee interactions on the health of individuals

and the organisation as a whole (Strandmark & Rahm, 2014). Promoting personal development in the

workplace, through organisational strategies such as appraisal systems, training and performance-

based pay, can vastly improve the work ethic. It can also create a more efficient workplace which is

less prone to poor behaviours. Further behaviours that promote health at an organisational level

include investment in employees; providing them with more autonomy and control over their work

demands (Grawitch, Ballard & Erb, 2015). Promoting work life balance by providing external

resources such as child care benefits or gym memberships can often result in a less stressful work life

and overall improved culture (Grawitch et al., 2015). Stress management training was also deemed

vital in creating a workplace less riddled with stress, and hence less affected by the health problems

that result from such chronic stress (Grawitch et al., 2015).

Overall, the common theme in organisational approaches was empowering employees.

Empowered employees have higher job performance, greater job satisfaction and reduced stress

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levels (Strandmark & Rahm, 2014). Empowered individuals have the ability to engage and

participate with the collective, provide their opinion and challenge unfair behaviours.

The purpose of our research was to compare these interventions for improving workplace

culture with what is currently being implemented in some organisations in which an independent

investigation was conducted following a workplace complaint. The intention was to understand

whether the findings in academic literature were being reflected in Worklogic clients’ approaches

and, if not, which areas could be enhanced to minimise further incidences of poor behaviour in the

workplace.

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Method

Following a review of the current literature regarding effective ways to improve workplace

culture and dynamics, a qualitative survey was created (via Survey Monkey) which reflected the

most common interventions at the individual, team, policy and organisation levels. The survey

included questions regarding the demographics of the organisations, as well as any concerns that

arose due to an investigation. The survey then covered all four levels of interventions, allowing

participants to comment on whether these interventions were a result of the investigation, what

impact these interventions had at each level, the most effective interventions implemented and any

barriers to intervention. The survey provided comment boxes for additional information where

necessary.

The survey was emailed to Worklogic clients who had engaged Worklogic consultants to

conduct one or more investigations for them in the years 2014 – 2016 inclusive. Where a law firm

was involved, the instructing solicitor was first contacted for permission to email the survey to

clients. Of the 108 clients emailed, 27 completed the survey - a completion rate of 25%. Participants

had two weeks to complete the survey and were sent a reminder email one week prior and one day

prior to closing of the survey. Participants were offered a comprehensive report of survey findings

following the completion of the survey. Responses were anonymous and informed consent was

implied in completion of the survey. No survey questions were marked compulsory.

As the survey responses were qualitative in nature, data was analysed via Microsoft Excel

and visual inspection. Results were collated.

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Results

The organisations surveyed were spread over a number of industries, including community

and social services, federal, state and local government, health care, corporate, tertiary education,

media, and manufacturing.

Figure 1. Pie chart illustrating industries surveyed.

59% of organisations were in the public sector, 22% in the private/for profit sector and 19%

in the non-profit sector. All organisations surveyed had over 100 employees, with 30% having 101-

500 employees, 18% having 501-1,000 employees and 52% of organisations having over 1,000

employees.

Figure 2. Bar graph of individuals employed at organisations surveyed.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

1 - 10 11 - 25 26 - 100 101 - 500 501 - 1,000 1,001 +

Number of individuals employed

1 - 10

11 - 25

26 - 100

101 - 500

501 - 1,000

1,001 +

Industries surveyed Law firm

Corporate

Federal government

State government

Local government

Finance and insurance

Healthcare

Essential and emergency services

Secondary education

Tertiary education

Community and social services

Other

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96% of these organisations reported having a designated HR department and, with that, an

agreed set of values. Of that 96%, 85% reported that the agreed set of values had been effectively

communicated to staff, through processes such as induction training, reminder training, CEO

messages and employee communications.

All the organisations surveyed reported having policies and procedures in place regarding the

following:

- Bullying

- Confidentiality and proper use of information

- Privacy

- Grievance procedure

- Occupational health and safety

Over 70% of organisations reported having policies and procedures in place regarding the

following:

- Conflict of interest

- Performance management

- Computer use and IT

- Sexual harassment

- Recruitment and selection

- Flexible work/carers

- Discrimination

- Complaints and handling procedures

- Social media

- Procurement

- Fraud

- Whistle-blower procedure

- Employee wellbeing

- Diversity

Notably, less than 55% of organisations reported having policies covering:

- occupational violence

- inclusion

- promotion

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Table 1

The Forms of Workplace Conduct Covered in Organisations’ Policies and Procedures.

Workplace conduct covered in policies and procedures Response %

Bullying 100.0%

Occupational health and safety 100.0%

Privacy 100.0%

Confidentiality and proper use of information 100.0%

Grievance procedure 100.0%

Conflict of interest 96.3%

Performance management 96.3%

Sexual harassment 92.6%

Discrimination (including racism, sexism, disability...) 92.6%

Flexible work / carers 92.6%

Recruitment and selection 92.6%

Computer use and IT 92.6%

Social media 88.9%

Complaints handling procedure 88.9%

Procurement 85.2%

Fraud 85.2%

Whistleblower procedure 81.5%

Employee wellbeing 77.8%

Diversity 70.4%

Occupational violence 51.9%

Inclusion 51.9%

Promotion 48.1%

Regarding effective communication to employees of these policies, 37% of organisations

reported effectively communicating all the policies in place, 56% reported effectively

communicating some of the policies, and 7% reported a lack of effective communication of policies.

Policies that were reported to receive the most staff attention included:

- Bullying

- Discrimination

- Flexible work

- Employee wellbeing

- Sexual harassment

- Occupational health and safety

- Social media

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Organisations reported a number of concerns which arose following the investigation conducted

by Worklogic. These were divided into individual party concerns, team concerns and organisation-

wide concerns.

The highest reported concerns relating to individual parties included:

- Personality conflict (78%)

- Poor interpersonal/communication skills of respondent (72%) and complainant (61%)

- Poor supervisory/management skills of respondent (50%)

Other common concerns regarding individual parties included a refusal by the complainant to

accept changed expectations, perceived excessive workload, poor performance of the complainant

and respondent and personal ethics of complainant and respondent.

The highest reported concern relating to the team was:

- Perceived poor team culture (81%)

Other common concerns included lack of accountability for performance by team members and

lack of clarity of roles and tasks. Organisations also expressed concerns related to the third party

(supervisor or manager), with some suggesting that the third party had poor management skills, was

unable to deal with the escalating conflict, and failed to follow organisation’s policies and

procedures in decision-making.

The highest reported concerns relating to the organisation overall included:

- Perceived poor messages and modelling from middle managers (60%)

- Perception that past complaints were not adequately dealt with (53%)

Other common concerns included the organisation’s decisions not complying with stated values,

poor messages and modelling from executive leadership, the performance management process not

being applied by supervisors and managers, and culture issues. Cultural issues include a lack of

support for feedback, innovation and improvement and the presence of toxic elements in the

workplace. Interestingly, no organisation reported that their human resources were not sufficiently

trusted or empowered.

In public and private sectors, there were, on average, more individual concerns reported than

team or organisational (although this difference was not significant). In the non-profit sector,

organisational concerns were the most frequent.

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Following the specific Worklogic investigation conducted, 21% of organisations reported the

complainant in the matter resigning and 16% reported the respondent resigning.

Individual interventions

88% of the individual interventions that were reported to be implemented following the

investigation were undertaken as a direct result of the complaint and/or investigation. The most

common individual interventions included:

- Access to counselling services offered to the affected persons (70%)

- Meeting with the respondent (59%) and complainant (41%) to communicate future

behavioural expectations, policy requirements and consequences of non-compliance

- Classification or revision of parties’ roles and duties (47%)

- Meeting with affected persons to provide feedback on investigation findings (41%)

Other common individual interventions implemented include ongoing coaching offered to parties

for monitoring progress and providing support, informal facilitated discussion between parties,

mediation between parties and changes in parties’ reporting lines.

These interventions were generally reported to address the specific matters of the dispute, to

improve team culture and dynamics and to reduce the risk of future misconduct, but had little

reported effect on organisational-wide culture and dynamics.

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Figure 3. The effectiveness of individual interventions in addressing individual, team, organisational

and risk issues.

The most effective individual interventions reported by organisations included ongoing

check-in meetings with parties, open and frank discussion between managers and employees,

clarification of roles and responsibilities and restructuring where required.

Most organisations reported no barriers to implementing effective individual interventions

(75%). Some organisations reported a lack of human resources, insufficient time or skills to

implement the intervention, a lack of commitment to change and the intervention regarded as a low

priority at the time.

Team interventions

90% of the team interventions which were implemented following the investigation undertaken

as a direct result of the complaint and/or investigation. The most common team interventions

included:

- Restructure, including change in or clarification of roles (44%)

- Coaching (44%) and training (44%) offered to supervisor or manager

- Training offered to whole team (33%)

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Other common team interventions reported were revision of workload for certain people in the

team and increased number or changed format of regular team meetings. No organisations reported

introducing regular team-building activities, although 11% of organisations reported conducting a

one-off team building activity.

These interventions were generally reported to address the specific matters of the dispute,

improve team culture and dynamics and reduce the risk of future misconduct. Restructuring of roles

and coaching of manager or supervisor was also reported to improve organisation wide culture and

dynamics, although other team interventions had little effect on organisational-wide culture and

dynamics.

Figure 4. The effectiveness of team interventions in addressing individual, team, organisational and

risk issues.

The most effective team interventions reported were changes in structures and reporting lines,

the termination of respondent or complainant, coaching of managers and supervisors and team

building activities.

67% of organisations reported there being no barriers to implementing team interventions.

Numerous organisations reported a lack of human resources, insufficient time, lack of financial

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resources, lack of commitment to change and the intervention being regarded as low priority as being

barriers to implementation of team interventions.

Policy interventions

Only 16% of policy interventions were reported to be implemented as a direct result of the

complaint or investigation. Most policy interventions were reported as being implemented

independent of the investigation. The following were the most common policy interventions:

- Bullying (88%)

- Complaints handling procedure (63%)

- Whistle-blower procedure (50%)

- Grievance procedure (50%)

Other common policy interventions included sexual harassment, discrimination, flexible

work/carers, performance management, conflict of interest, occupational health and safety, fraud and

social media. Occupational violence and promotion policies were not implemented by any

organisations surveyed.

These interventions were generally reported to address the specific matters of the dispute and

reduce the risk of future misconduct, but few policy interventions were reported as improving team

or organisation-wide culture and dynamics of the workplace. Grievance procedures were the only

intervention reported to improve team culture and dynamics, and performance management was the

only intervention reported to improve organisation-wide culture and dynamics.

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Figure 5. The effectiveness of policy interventions in addressing individual, team, organisational and

risk issues.

A small number of policy interventions were developed following the investigation, including

conflict of interest, fraud, social media, and confidentiality and proper use of information. Most

interventions were simply revised following the investigation. 53% of the interventions were

communicated to employees following intervention development or revision.

The most effective policy interventions reported were reminding staff of respectful workplace

behaviours and what constitutes bullying, presentations given by human resources, and improved

grievance procedures.

Most organisations reported no barriers to implementing these policy interventions (64%).

Barriers that were mentioned include lack of commitment to change, the intervention not considered

a priority, insufficient time, a lack of human resources and relationships with unions and

representatives.

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Organisation-wide interventions

75% of organisation-wide interventions which were implemented following the investigation

were a direct result of the complaint or investigation. The most common organisation-wide

intervention was:

- Introduced compulsory leadership training for executive managers (29%)

Other reported organisation-wide implementations included development of organisational

values, communication of organisational values to all staff, increased/improved training to all staff in

relation to expectations of appropriate behaviour, introduced/improved performance management

process, introduced compulsory management training for middle managers, implementation of a

culture review, and change in structure and reporting lines.

These interventions were generally reported to address the specific matters of the dispute,

improve team and organisation-wide culture and dynamics and reduce the risk of future misconduct.

Figure 6. The effectiveness of organisational interventions in addressing individual, team,

organisational and risk issues.

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The most effective organisation-wide interventions reported were implementation of a culture

review and awareness training at employee induction. Interestingly, a culture review reported

resulted in the termination of several employees, which notably improved the workplace culture.

Most organisations reported no barriers preventing the implementation of organisation-wide

interventions (78%). Some reported barriers included insufficient time, lack of commitment to

change, lack of human resources and lack of financial resources (predominantly a strain on financial

resources).

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Discussion

Overall, the results revealed that the investigations conducted by Worklogic more often than

not resulted in the implementation of interventions at the individual, team and organisational level.

Interventions at the policy level were revised but very few organisations implemented new policy

interventions, which may suggest a level of inflexibility to make changes at this level. In general, the

types of interventions tended to reflect the literature, although traditional interventions (such as

counselling, meetings, training) were more popular than more contemporary intervention (such as

health promotion and empowerment). In light of this, less than a quarter of the organisations reported

the respondent or complainant resigning following the investigation, reflecting the use of alternative

interventions to resolve the issue.

The most common individual interventions, including counselling, meeting with parties,

revising work duties and providing investigation feedback, aligned with past research on effective

individual interventions. These methods reflect a less formal approach to intervention that is

conducive to understanding the sentiments of both parties involved. Counselling is an important

intervention to address the personal issues of the parties involved and addresses both the emotions of

the individuals as well as other influential factors such as stress and low job satisfaction. Meeting

with both parties emphasises a degree of procedural fairness and a lack of alienation, and the

ongoing nature of such meetings reflects the importance of continued support rather than one-off

intervention. Revision of work duties appropriately reflects consideration of the individuals’ abilities

and workload and feeds into stress management. Formal approaches to interventions, such as issuing

formal warnings and relocation or termination of parties were far less common and potentially reflect

the increased flexibility of management to manage conflict through other means. The most effective

interventions suggested by participants were those which promoted open discussion amongst parties

involved and clarification of duties, which seemingly aligns with the literature’s preference for

workplaces with an open platform for communication.

Individual interventions tended to have an effect at the individual and team level, however, it

appeared that these interventions had little impact on improving the culture of the organisation. This

may suggest that the availability of such interventions in the organisation is not widely known or

publicised in the company. In addition, the size of the organisation may reflect the insignificance of

individual interventions at the organisational level.

Most organisations found few barriers to implementing individual interventions, which

suggests interventions at this level for the most part are achievable. A lack of human resources was a

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potential barrier which may suggest that in organisations where a human resources department is

absent, managers may be ill-equipped or poorly trained to manage conflict at this personal level.

One-off training was more widely implemented than ongoing training, which is of slight concern,

considering the importance stressed by the literature as to the need for continuous interventions at all

levels.

The most frequent interventions seen at the team level were restructuring or clarification of

roles, and coaching and training offered to both managers and the whole team. This strongly aligns

with the literature that suggests team training is vital for reducing incidences of bullying and

increasing awareness on what is and is not acceptable. It was reassuring to see that training for

managers was also widely reported, as managers tend to be the pivotal player in promoting change in

the organisation. Notably, performance management, a key formal intervention in correcting an

individual’s conduct in the workplace, was rarely reported. This could indicate that the organisation

did not view the alleged misconduct (whether proven or not), and/or the complainant’s conduct, as

warranting corrective action in the ‘performance’ sense. Furthermore, one-off team building

activities were reported (although not frequently), yet ongoing or repeated team building was not

reported in any of the organisations. This is of some concern, as improving team dynamics is key in

developing strong work relationships and a cohesive team environment – both direct deterrents of

bullying behaviours. Particularly, the lack of regular team activities suggests a potential lack of

commitment to improving workplace culture at a team level. Despite this, the organisations that did

engage in team building activities suggested that they were amongst the most effective, illustrating

the central role of improving team cohesion in the workplace. Other effective interventions were

changes in structures and reporting lines and interestingly, the termination of the respondent or

complainant. This seemed to be of greater impact at the team level rather than the individual level,

suggesting that a party may be more likely to have their employment terminated if their behaviour is

influencing the team.

The team interventions tended to have an impact at the individual and team levels but lacked

a substantial impact at the organisational level. Coaching of managers and restructuring team roles

did seem to improve organisational culture which reflects the integral role managers have at all

levels of interventions.

Whilst many organisations had no issue implementing team interventions, several reported

insufficient time or a lack of human resources as barriers to intervention. A lack of commitment and

financial resources were also mentioned, suggesting that interventions at a team level require a

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greater commitment from the organisation and often come at a greater cost. Considering the

importance of team activities and team relationships in the functioning of a healthy environment, it

would be worthwhile for the organisations to weigh up the cost and time of such interventions

against their proven effectiveness.

Very few of the policy interventions reported to be implemented were done as a direct result

of the investigation. This may be due to a lack of flexibility in introducing such policies or a

disregard of such policies’ importance. Many policies were revised, however, following intervention,

which suggests that perhaps important policies were already in place and hence did not require

implementation. Interestingly, of those interventions that were implemented or revised, nearly half

were not communicated to staff following the intervention. This is of some concern, as policies

regarding poor workplace behaviours will have limited effect on the organisation if they are not

known to all.

Nearly all organisations reported having bullying procedures in place, which is positive,

considering the overwhelming support for such policies in the literature. Other policies reported were

relatively standard in nature, and included complaints handling procedures, whistle-blower

procedures and grievance procedures. Unfortunately, there were very few policies related to

employee empowerment, such as inclusion, employee wellbeing, diversity, recruitment and

selection, promotion, and privacy. Recent literature proposes the importance of a humanistic values

system in the workplace and stresses the value of mutual respect and support for employees. It is

possible, however, that these measures are in place but are not considered official ‘policies’ of the

organisation and hence have not been reported here. The most effective policy interventions were

reminding staff of appropriate workplace behaviours and what constitutes bullying – which further

exemplifies the importance of communicating policies to staff. Presentations by human resource

departments were also reported to be effective interventions, highlighting the central role of HR in

improving organisational culture.

Policy interventions were important in improving dynamics at the individual level and in

reducing the risk of future misconduct. However, they were reported to have little effect on

improving the team or organisational culture and dynamics, which is most likely as a result of the

lack of health-related policies reported to have been implemented.

The majority of organisations reported no barriers to implementing/revising the policy

interventions. Some barriers reported including a lack of priority and commitment to change, which

is reflected in the inflexibility of many organisations towards policy change. Interestingly,

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relationships with the union/representatives were reported to be a barrier in implementing policy

change and is a consideration worth noting as this may be an under-reported occurrence.

Finally, the most common organisational intervention implemented was the introduction of

compulsory leadership training for executive managers. Other common interventions included

development and communication of organisational values, improved training about appropriate

behaviours, better performance management processes, change in structure and reporting lines and

cultural reviews. The implementation of leadership training well aligns with the literature which

suggests good leadership can create a healthy workplace environment and poor leadership can

actually promote bullying behaviours. Furthermore, the development of better management

processes and changes in organisation structure further reflect the key role management plays in

improving the culture of a workplace, and in particular, the significance of having emotionally aware

individuals in management positions. The most effective organisational interventions were reported

to be culture reviews and awareness training which suggests the importance of an organisational

approach in issues that may stem from individual conflict. Interestingly, the culture review resulted

in the termination of several employees, which was reported to drastically improve workplace

culture. This is primary evidence of the importance of such organisational interventions in revealing

issues in the workplace that otherwise may not have come to light.

Organisational interventions were reported to improve all levels of the workplace and also

reduce the risk of future misconduct, highlighting the integral role of organisational level

intervention in workplace bullying matters.

Most organisations reported no barriers to the implementation of organisational interventions.

Some mentioned barriers included costs, insufficient time, lack of commitment to change and lack of

human resources, although these were minor issues, and the cost of such interventions was deemed

appropriate for improvement in workplace culture that resulted.

Overall, it is clear that whilst many organisations are headed in the right direction and are

taking various actions to tackle poor behaviours in the workplace, greater flexibility would be

substantial in improving the culture and dynamics of organisations following an investigation.

Furthermore, greater emphasis on team interventions and on empowering individuals in the

organisation, would assist in improved job satisfaction and work ethic (resulting in lower rates of

bullying). It would also empower individuals to stand up against bullying behaviours and promote a

more open and positive workplace culture, which is fundamental for a healthy workplace

environment.

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