Unmasking organizational factors contributing to bullying behaviors in public-sector workplaces: insights from the Australian public sector

Purpose This study investigates the organizational factors associated with bullying behaviors in public-sector workplaces, addressing a significant gap in empirical research. The aim is to identify systemic organizational issues that contribute to workplace bullying and offer insights to foster a safer and more respectful work culture within the public sector. By emphasizing organizational influences, this study adopts an institutional perspective, exploring how changes, particularly in the context of new public management (NPM) reforms, create conditions for workplace bullying. Design/methodology/approach The research involved in-depth qualitative interviews with 21 senior-level managers from the Victorian public sector (VPS) in Australia. Reflexive thematic analysis was employed to interpret the data, enabling the identification of key organizational features linked to bullying behaviors. Findings The study identifies several interconnected organizational factors that perpetuate workplace bullying in the public sector. These include a permissive culture that tolerates such behaviors, a lack of consequences for perpetrators and noncompliance with anti-bullying protocols. Additionally, bullying is sometimes strategically used as a workforce downsizing tool, reflecting deeper systemic issues. The absence of accountability mechanisms further exacerbates the problem, creating an environment where bullying behaviors can thrive. These findings emphasize the need for comprehensive organizational reforms to address the root causes of workplace bullying. Originality/value By shifting focus from individual traits to systemic organizational factors, this study offers a transformative lens for understanding and combating workplace bullying in the public sector. These insights provide actionable strategies for policymakers and managers aiming to foster respectful and accountable public workplaces. Highlights (1) The transition from traditional rule-based public sector characteristics to market-oriented, performance-driven cultures has introduced aggressive managerial behaviors, creating a conducive environment for bullying. (2) Network-based hiring and the formation of dominant subgroups by executives exacerbate bullying behaviors. (3) Cost-saving measures like transferring victims or perpetrators creates a culture of bullying acceptance in the public sector organizations. (4) Eliminating bullying as a downsizing strategy is essential steps to reduce bullying in public sector organizations