Bullying in Nursing: Workplace Issues, Trends, and Solutions

Introduction

When people grow up, leave school, and move into careers, they may feel they have left bullying behind them. Unfortunately, that is often not the case. Bullies exist throughout life and are frequently found in workplaces around the country and the world. There will always be people who feel they can manipulate and control others by tearing them down and making them feel bad about themselves. One of the professions in which this is commonly seen is nursing. In such a fast-paced, patient-centered environment, one would think it would be vital for everyone to work together. That should be the case, but some individuals feel the need to assert dominance or make themselves appear more important than their peers. These people are bullies in the nursing profession, and they must be stopped in order to ensure that nurses are treated fairly and that patients receive proper care.

Organizational Culture and Bullying in Nursing

Hutchinson et al. (2006) indicate that a much more organizational perspective is needed when it comes to stopping bullying in nursing. In other words, it is not just about individual bullies but about the culture and design of the organization itself, and how it allows bullying to continue. Until the organization is viewed as a whole and addressed accordingly, little can be done to ensure that bullying stops in the nursing profession. The heart of the issue is that the way nursing is structured builds a culture of bullying, and once that culture takes hold, it is extremely difficult to stop or replace it with something better suited to a professional environment (Hutchinson et al., 2006). Nurses are often treated with a lack of respect by physicians and other medical personnel, and this has been a recognized concern for many years.

Additionally, nurses are not always kind to one another. They often compete for top positions, better shifts, higher pay, and other advantages that can make their stressful jobs more manageable (Hutchinson et al., 2006). While it is understandable that nurses want to reduce their stress — which can in turn benefit patient care — allowing a culture of bullying (whether among nurses or across medical personnel) only makes the job easier for some while making it far more difficult for others, sometimes to the point where a nurse chooses to leave (Hutchinson et al., 2006). Given the existing nursing shortage, the collective goal should be for staff to work together, remain focused on patient care, and foster a sense of professional camaraderie.

Prevalence, Costs, and Ripple Effects

Belsky (2012) writes that the problem of bullying in the nursing profession is actually far more significant than was initially assumed. This is true in many workplaces, but nursing is specifically highlighted because the mistreatment among colleagues can be particularly severe. Nearly 25% of workers are bullied on the job (Belsky, 2012). The impact extends beyond those who are directly targeted: colleagues who witness bullying can also be traumatized by the experience, making it more difficult for them to do their work and less comfortable for them to remain in the profession (Belsky, 2012).

Many workplace bullies are men, but women can be equally responsible. This dynamic is more visible in workplaces with a predominantly female workforce, such as nursing, where some individuals choose bullying as a strategy to advance (Belsky, 2012). When nurses are bullied, they are more likely to seek employment elsewhere — and the ripple effect reaches the colleagues who witnessed the bullying, who also begin to consider leaving (Belsky, 2012). As a result, many skilled nurses are lost each year simply because others refuse to treat them as equals. With nurses leaving and a shortage already in place, it is often the bullies who remain and continue to care for patients (Belsky, 2012).

Not all healthcare organizations tolerate bullying, however. The most professional workplaces actively work to prevent it, and these are the environments that skilled nurses will seek out (Belsky, 2012). Less professional organizations that permit bullying will continue to lose talented employees who could have been excellent long-term contributors (Belsky, 2012).

Conclusion

While bullying is not unique to the nursing profession, there appears to be a disproportionate number of nurses who experience it each year. Several factors may contribute to this, including the high-stress nature of the work, which can lower individuals' tolerance for difficulties and increase the likelihood of lashing out at colleagues. However, stress is not an excuse, nor is it sufficient justification for allowing this behavior to continue. As the three sources demonstrate, there are advocates clearly opposed to bullying, and research shows it is a growing problem rather than a diminishing one. With this in mind, stronger and more decisive action is needed to address workplace bullying in nursing. The significance and seriousness of the issue can no longer be overlooked — it must be confronted directly if meaningful change is to occur.

References

American Nurses Association. (2014). Bullying and workplace violence. Nursing World. Retrieved from

Belsky, G. (2012). Workplace bullying: The problem — and its costs — are worse than we thought. Time. Retrieved from

Hutchinson, M., Vickers, M., Jackson, D., & Wilkes, L. (2006). Workplace bullying in nursing: Towards a more critical organisational perspective. Nursing Inquiry, 13(2), 118–126.