Bullying Bosses After a long weekend, Tangeni stared at her n computer with a sick feeling in

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Bullying Bosses After a long weekend, Tangeni stared at her n computer with a sick feeling in her stomach: her boss had added her as an friend on Facebook. Tangeni did not feel particularly close to her n boss, nor did she like the idea of mixing her social life with her n work. Still, it was her boss. Tangeni reluctantly accepted her boss as an Facebook friend. Little did she know her troubles were only beginning.n Tangeni’s boss soon began using her online information to n manipulate her work life. It began with inappropriate innuendos n regarding Facebook photos. Eventually Tangeni’s boss manipulated her n work hours, confronted her on and off Facebook, and repeatedly n called Tangeni’s cellphone questioning her whereabouts. “My boss n was a gossiping, domineering, contriving megalomaniac, and her n behavior dramatically intensified when she used Facebook to pry,” n Tangeni said. Eventually, Tangeni was forced to quit. “I feel like I n got my freedom back and can breathe again, she said.

Realizing bullies exist in the workplace is important. n Workplace bullying is becoming increasing pertinent in organisations. n Although some research on workplace bullying exists globally, the n phenomenon is still under researched in South Africa. Most n perpetrators of bullying are at a management level. In South n African workplaces, employees tend to experience more downward n bullying (bullying from a boss) compared to being bullied by direct n colleagues. Men form 62% of bullies, while women are more targets of n bullying (58%). As is the case with Tangeni, women bullies will target n other women in 80% of the cases, whereas men bullies target other men n in 55% of the cases.

Bullies don’t pick on just the weakest in the group; any n subordinate may fall prey. Surprising, though victims may feel less n motivated to go to work every day, they continue performing n their required job duties. However, some are less motivated to n perform extra‐role or citizenship behaviors. Apart from employees n being less motivated to go to work, workplace bullying also affects n their lives in three domains, namely, their psychological and physical n wellbeing, and in their work performance; the later directly related to n motivation. Furthermore, productivity and quality of work are also n decreased.

1. How does workplace bullying violate the rules of organizational justice?

2. What aspects of motivation might workplace bullying reduces? If n so, what might those effects be? Do you think bullying would motivate n you to retaliate?

3. If you were a victim of workplace bullying, what steps would you n take to try to reduce its occurrence? What strategies would be the n most effective? Least effective? What will you do if one of n your colleagues were a victim?

4. What factors do you believe contribute to workplace bullying? Are n bullies a product of the situation, or do they have flawed n personalities? What situations and what personality factors might n contribute to the presence of bullies?