Creating positives from the negatives: The Victorian public sector response to bullying & harassment

Using a multi-method approach, this paper presents the results of both a qualitative and quantitative examination of bullying and harassment in public sector workplaces of the Australian State of Victoria. The purpose of this paper is to explore and develop on previous cross-level models of bullying at the three levels of the individual, management and the organisation. This is an empirically-based paper and the data for the paper were gathered by staff at the Victorian State Services Authority in a series of three studies. In conclusion, a key feature of the 3 studies is the acknowledgement that the problem belonged to and should be owned by the organisation, not the individual. This “no-blame” mentality is reinforced within widespread acceptance of the larger concept of PWE. The very negative fact of bullying and harassment as an issue within the Victorian public sector is being seen as a positive – an opportunity to reassess and to promote change for the benefit of all. However, the three perspectives of organisational, managerial and individual factors involved in dealing effectively with workplace bullying and harassment emerge as still largely implicit rather than providing an explicit and workable model for change. We suggest that, while a one-size-fits-all approach is unlikely to be successful, organisations need structured organisational development framework and that this needs to be articulated in terms of communications emphasising that this is part of a larger, long term strategic approach – that PWE is far more than just about prevention rather than cure. It is about what makes work a meaningful and positive part of all of our lives.