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Academics’ perceptions of bullying at work: insights from Pakistan

Saima Ahmad (Monash University, Victoria, Australia)
Rukhsana Kalim (University of Management and Technology, Lahore, Pakistan)
Ahmad Kaleem (Central Queensland University, Melbourne, Australia)

International Journal of Educational Management

ISSN: 0951-354X

Article publication date: 13 March 2017

1346

Abstract

Purpose

Despite an extensive history of research into workplace bullying and the psychosomatic harm associated with it in western contexts, research into the occurrence and manifestation of bullying behavior in the academic workplaces of non-western countries is sparse. In response to this gap, the purpose of this paper is to start a research conversation by reporting an empirical enquiry into the occurrence, forms and perceptions of workplace bullying among academics in Pakistan.

Design/methodology/approach

This study was conducted with a representative sample of academics in a large Pakistani province through a cross-sectional survey.

Findings

This study reveals that workplace bullying is prevalent among academics in the Pakistani context, with up to half of them regularly exposed to practices such as excessive work monitoring, undermining of professional competence, lack of recognition of work contributions and obstruction of important work-related matters.

Research limitations/implications

The findings underscore the need for developing broader institutional actions, clear policies and grievance procedures to discourage bullying at work in Pakistan. Higher educational managers will find the results useful for development of anti-bullying policies and codes of conduct.

Originality/value

This is the first study to examine the perceptions, occurrence and demographic risk factors associated with workplace bullying among academics in the Pakistani context.

Keywords

Citation

Ahmad, S., Kalim, R. and Kaleem, A. (2017), "Academics’ perceptions of bullying at work: insights from Pakistan", International Journal of Educational Management, Vol. 31 No. 2, pp. 204-220. https://doi.org/10.1108/IJEM-10-2015-0141

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited

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