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ORGANISATIONAL LEVEL
組織層級
指導教授：李金泉教授
學
生：黃清松
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There have also been calls for researchers to move
beyond the individual and dyadic levels of analysis and
to consider group (previously discussed) and
organisational factors in workplace bullying
(Einarsen et al. 2003; Liefooghe and Davey 2001;
Rayner et al. 2002).
也有些學者呼籲研究人員要超越個人及考慮組
織內二者的平衡(前面討論)，另也需考慮霸凌
者在工作職場中的影響因素。
（Einarsen等，2003; Liefooghe和Davey 2001;雷納等，2002）。
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Indeed, organizational factors, such as a negative
social environment, poor job design, leadership style
and role conflict, have been associated with the
occurrence of workplace bullying (Einarsen et al.2003;
Leymann 1996; Rayner et al. 2002; Skogstad, Einarsen,
Torsheim, Aasland and Hetland 2007).
事實上，組織因素包括如：負面的社交環境、不
良的工作設計、領導風格和角色衝突等，而上述
原因均與職場發生霸凌具有關連性。
（Einarsen等，2003; Liefooghe和Davey 2001;雷納等，2002）。
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In a recent analysis,Harvey et al. (2006) proposed a
number of environmental factors,which they link to
the increase in workplace bullying (see Table 22.1).
Harvey等學者在最近的分析表示：許多研
究均證實了，環境因素影響的多寡，對於工
作場所霸凌的增加是有其關聯的。
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Perhaps reflecting current work environments,
research suggests that workplace bullying is associated
with highly competitive workplaces
(O’Moore et al. 1998; Salin 2003).
研究表示：這也許反映了現今的工作職場
中，霸凌與競爭激烈的工作環境是具有高
度關聯性的。
(O’Moore等學者，1998 ; Salin 2003)
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For instance,Salin’s (2003) study of 385 members of
The Finnish Association of Graduates in Economics and
Business Administration found a strong link between
perceived organisational politics and workplace
bullying.
例如，薩林在芬蘭經濟和工商管理畢業生協
會中的385成員研究發現，一個工作場所產
生霸凌事件是和其組織政治角力具有高度關
聯性。
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It was proposed that within the current organisational
climate of increased organisational pressures, bullying
may be a rational response to the level of competition
and ‘need for survival’ (Salin 2003).
Salin研究發現，在當前的企業組織文化中，組
織壓力普遍增加，所以霸凌的產生可能是一種
高度競爭環境下所需要的「生存條件」。
（ 2003薩林）
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Salin (2003) concluded that in some cases, workplace
bullying may be perpetrated in order to promote some
people’s own self-interest, which is in turn rewarded
by the organisation (e.g. given a promotion).
Salin的結論是：在某些情況下，職場霸凌可能
是為了增加特定人員的自身利益，這可能也是
組織默許甚至是鼓勵的（如組織暗中默許）。
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Branch and her colleagues (2007a), in a unique study
into upwards bullying, found that work environments
characterised by high workloads, workgroup disharmony
and acceptance of inappropriate behaviors appeared to
contribute to upwards bullying.
Branch和她的同事在一個獨特的研究：探討對上級
霸凌行為中，發現一個具有高工作量的工作環境、
工作環境氣氛不和諧及默許不當的行為似乎均有助
於對上級霸凌行為的產生。
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Indeed, it has been suggested that when stress in the
workplace and interpersonal tension are not dealt with,
they can eventually lead to workplace bullying
(Skogstad et al. 2007).
事實上，研究顯示： 當工作環境瀰漫高度壓力和同
事間緊張的人際關係都沒有獲得妥善處理，這些原
因最終都可能導致工作場所霸凌的產生。
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Furthermore, Branch et al.(2007a) found that change
(e.g. an organisational restructure) appeared to play
an important role in contributing to workplace
pressures.
此外， Branch等學者發現：假設組織重整
（例如：組織結構調整），似乎會造成工作
場所的壓力進而影響霸凌產生。會促成職場
壓力
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In addition, it has been suggested that in a work
environment of ‘continuous change the potential for
employees to project their fears and resentments into
the construction of managers as bullies, whether
deservedly or not, is high’(McCarthy et al. 2002,
p.536).
In other words, a ‘victim-mentality’ environment is
created (McCarthy 1999).
此外，有人建議：在一個持續變革的工作環境，會使員工將其恐懼和怨
恨，將其投射到管理者身上，更讓管理者這成為大家怨恨的對象(任位
管理者是惡霸)，無論是理所當然與否，霸凌就是存在。
（麥卡錫等人。 2002年，第536頁 ） 。
換句話說，一個“精神受害者”的環境因此被營造出來。
（麥卡錫1999年）
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Interestingly, it has even been proposed that staff may
actually be using the term bullying as a way of voicing
their dissatisfaction with organisational issues
(Liefooghe and Davey 2001).
Similarly, McCarthy (2004) suggests that the term
‘“bullying at work” has become a new signifier of
distress that has acted as a solar collector of
resentments’ (p.xv).
有趣的是，它甚至被提出，員工可能使用言語霸
凌來表達他們對於組織問題的不滿
（ Liefooghe和2001年戴維）。
同樣，麥卡錫認為，“職場霸凌”一詞，已成為一
個員工新的怨恨(苦悶)能量來源，就如同太陽能
集熱器聚集能量 （ p.xv ） 。
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Perhaps this section better than any other
demonstrates the complexity of workplace bullying
and how a number of factors all work towards the
occurrence of bullying in the workplace.
或許，這部分比任何其他因素更能證
明職場霸凌的複雜性，況且對所有的
職場而言，霸凌的發生仍是由許多因
素所產生的。
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Table 22.1
Organisational factors likely to be related to the
increase in workplace Bullying
◎Rate of change resulting in a high levels of uncertainty
in the workplace
◎Lack of time to achieve tasks
◎Growing rate of diversity in the workplace
可能導致工作場所增加霸凌職場因素：
◎變動性較高的職場，將導致員工對於未來產
生不確定性
◎壓縮員工的完成任務的實現時限
◎工作場所的多樣性的增長比率
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◎Downsizing/rightsizing resulting in concern for future
longevity of survivors
◎Reduction of middle management resulting in an
increased gap between management and workers
◎Lack of clearly outlined cultural norms within today’s
organisations
◎裁員(合理精簡)致使倖存者，更加關注在未來
的工作權
◎在組織扁平化過程中，因缺乏中間層級的磨合，將使
管理者和被管理者間在管理問題上增加磨差。
◎當前組織中，缺乏一個明確的組織文化規範