職場霸凌是什麼？十個章節深入探討與應對之道 (What Is Workplace Bullying? Ten In-Depth Chapters on Coping Strategies)

工作原本應該是人們展現才華、成長自我並取得經濟保障的舞台。然而，當職場出現「霸凌」時，這個舞台可能變成壓力與恐懼的來源。職場霸凌不僅影響個人尊嚴與心理健康，甚至可能摧毀整個組織的和諧氛圍。以下十個章節，從各種面向探討職場霸凌的型態、成因，以及應對策略。

一、什麼是職場霸凌？

職場霸凌並不僅限於上級對下級的打壓，也包含同儕之間的排擠或不當行為。它常常具備「持續性」、「惡意」、「權力不對等」等特色。從公開羞辱、言語攻擊到故意排斥、無視，也可能透過無理的工作安排或加班逼迫，皆屬於職場霸凌的範疇。

故事舉例假說： 小明在新公司任職時，主管經常在部門例會上指名道姓嘲笑他的提案。一次主管甚至在所有同事面前說：「你想做這個案子？你有那個能耐嗎？」導致小明自信心受挫，精神壓力極大。這種長期以羞辱和打壓的方式，已符合職場霸凌的定義。

要點：

• 觀察「持續性」與「權力不對等」是否成立。
• 別輕忽言語、態度上的細微侵害，易逐漸累積成嚴重傷害。
• 如果行為帶有惡意或企圖壓制受害者，即可列入霸凌範圍。

二、職場霸凌的常見形式

職場霸凌並非只有罵人或言語暴力，還可能以「冷暴力」、「排擠」、「過度監控」或「過度要求工作」等方式呈現。有些公司在績效制度、KPI過度追求下，也可能衍生潛在的霸凌文化。

故事舉例假說： 小華在公司總被安排做最繁瑣或時間緊迫的工作，且主管默許同事對他冷嘲熱諷。反之，資深員工遇到輕鬆的案子、享受更多資源。小華漸漸體會，這是一種制度性霸凌：利用不公平的工作分配與人際排擠來打壓他。

要點：

• 職場霸凌形式多元，可能是言語攻擊，也可能是冷落排擠。
• 不公平分派工作、剝奪資源、刻意孤立亦是霸凌表現。
• 過度績效壓迫或競爭機制若無適度調控，易演變為霸凌。

三、為何會出現職場霸凌？

職場霸凌背後常常涉及權力不平衡、組織文化問題或個人心態失衡。一些主管以「達成業績」或「訓練新人」為藉口，忽視基本尊重，或同事之間因利益衝突而惡意陷害、排擠。

故事舉例假說： 小玲所在的公司極度強調服從，主管口頭禪是「結果導向」，導致部門內競爭白熱化。經常有人為表現上位而排擠競爭對手，後來甚至出現同事在背後散布謠言、誣衊他人能力，造成辦公室氛圍緊張。

要點：

• 權力失衡與缺乏制衡機制，是職場霸凌滋長的溫床。
• 過度競爭或組織文化崇尚「服從、不質疑」也可能加劇霸凌。
• 個人因素（如妒嫉、不安全感）若無疏導，易投射成霸凌行為。

四、職場霸凌的傷害與影響

被霸凌者往往產生心理創傷、自我懷疑、焦慮、甚至憂鬱，影響工作表現與生涯前途。長期處於恐懼和壓力中，更可能帶來身心疾患，如失眠、腸胃不適等。若組織未及時正視，也會使士氣低落、人才流失。

故事舉例假說： 小安在長期被主管公開斥責後，漸漸失去工作熱情，整天渾渾噩噩，常因壓力太大而失眠甚至胃痛。醫師建議她先休息，但公司考績制度嚴苛，讓她更擔心失去工作，陷入惡性循環，情緒崩潰風險飆升。

要點：

• 職場霸凌的傷害不僅立即可見，更會在心理層面留下長期創傷。
• 若公司忽視或放任，整體團隊氣氛與工作品質皆受衝擊。
• 受害者孤立無援時，易引發身心病症，甚至走向極端後果。

五、隱形霸凌：冷暴力、邊緣化與忽略

有些霸凌並不以激烈方式出現，而是透過「不理你」、「取消同事聚會邀請」、「故意錯過交辦工作訊息」等冷暴力方式。這種心理壓力有時比直接謾罵更令人痛苦。

故事舉例假說： 小強發現某天開始，同部門同事不再與他打招呼，連工作群組也把他排除，導致他常無法得到最新指令而出錯。主管卻不聞不問。小強因缺乏資訊，績效大跌，被上層責怪「工作態度差」。最後他才驚覺原來自己是被暗中孤立。

要點：

• 隱形霸凌更具隱蔽性，常被外界輕忽。
• 當出現資訊不對等、社交圈孤立時，需警惕可能是團體惡意排擠。
• 若情況持續，應主動提出問題並尋找上層協助或申訴管道。

六、職場霸凌與法律、制度面的保護

在某些地區，霸凌行為已被納入勞動或民事保障範圍，如《職場心理健康保護》規範等。組織若有完善制度（申訴管道、保密機制、第三方調解），可及時糾正不當行為，防止悲劇發生。

故事舉例假說： 小宏發現自己處於主管高壓、同事排擠的雙重夾擊，決定檢視公司人事手冊。裡面列明了反職場霸凌條款及舉報程序，小宏勇敢向人資投訴，經調查後主管被警告並調離原部門。雖然過程壓力很大，但他在公司制度的協助下免於更大創傷。

要點：

• 若所在地或組織有反霸凌明文規定，可善用法令與內部規章。
• 須確保申訴機制真正落實、公平處理。
• 受到不公時，懂得尋求法律或勞動單位支援是自我保護的關鍵。

七、職場霸凌的預防：組織與個人並行

組織若想消除霸凌氛圍，除設立規範，更需透過正向領導、教育訓練與關懷文化營造。同時，員工也可透過建立互助網路、正向溝通技巧，防止霸凌產生與蔓延。

故事舉例假說： 小英的公司定期辦理「尊重與溝通」工作坊，鼓勵跨部門交流；並設置員工心理諮商服務，若有人感到受到不當對待，可先匿名諮詢。此舉大幅降低潛在排擠或霸凌跡象，一旦苗頭出現，大家也更願意彼此幫忙，阻止發酵。

要點：

• 預防霸凌需企業文化強化，含規範與正面價值教育。
• 透過員工互助、彼此拉攏可及早偵測雛形霸凌。
• 良好申訴與心理支援機制能減少員工恐懼，促進團隊和諧。

八、面對霸凌：個人應對與自我保護

若遇到職場霸凌，切勿一味忍耐，要注重自我保護，蒐集證據（如Email、Line記錄、工作交辦紀錄等），同時保持理性溝通，若無法緩解則向上級或外部單位尋求協助。

故事舉例假說： 小芬遭逢冷暴力與謾罵，她先保留主管辱罵的Email、同事不當訊息截圖，並嘗試與HR或更上層管理者反映。在主管要脅時，她冷靜表達「我已留存證據，若行為持續將正式提告」。逼使對方收斂，最終公司介入調查才得以舒緩。

要點：

• 當霸凌發生時，第一步保存事證避免空口無憑。
• 嘗試先理性溝通，若無改善則求助更高層或外部單位。
• 保持自尊與界線，不要被情緒挾持而失去防護能力。

九、離開or堅守？面對霸凌下的職涯抉擇

若組織環境長期惡化或霸凌根深蒂固，且管理層無意處理，受害者或需考量「是否及早離開以保身心健康」。然而，有時若申訴制度堅強、公司願意重視，員工亦可透過內部調整或改善機制修復環境。

故事舉例假說： 小芬忍受高壓主管1年，情緒崩潰，計畫離職。但公司新任HR強力推動反霸凌政策，願意介入調查。小芬考慮到若公司真心想改變，她能在這裡守下來並成為改革助力；倘若改革失敗，她也會果斷走人，不讓自己繼續受害。

要點：

• 面臨霸凌時，可觀察公司意願及制度；若公司願正視問題，可嘗試內部改革。
• 若組織文化根本不想改變，提早離開以保護身心安全。
• 評估個人心理狀態、支持系統，再決定最佳去留策略。

十、建構友善職場：組織與個人的共同責任

避免職場霸凌，最終需靠整體文化重塑與個人意識提高。管理階層必須以身作則推動「尊重與友善」理念，員工之間亦應主動關懷，勇敢面對不義行為。唯有共同努力，才能使職場成為彼此扶持而非互相傾軋的地方。

故事舉例假說： 小安在新公司感受到管理層對員工真誠關懷，若有衝突時也鼓勵協調與對話。若出現欺壓或冷暴力跡象，上級會立即約談並要求矯正。結果公司流動率大幅下降，員工普遍覺得安心踏實，工作績效也提高。

要點：

• 公司若能以「尊重」為核心，建立防霸凌機制，整體氛圍才會真正轉變。
• 員工也要成為「友善職場」的守護者，發現同事受害就伸出援手。
• 透過持續教育、溝通與制度落實，從根本杜絕霸凌。

結語：面對職場霸凌，保護自尊與人性尊嚴

職場霸凌不僅是壓迫一方對受害者的傷害，更折射出一個組織或社會在管理文化、勞動保護與基本尊重方面的缺失。透過以上十個章節的「故事舉例假說」，我們看到霸凌的多樣樣貌與隱患，也看見員工若不及時伸張權益，可能衍生嚴重的身心創傷。 面對霸凌，除了自我保護與勇敢發聲，更需要組織與社會層面的制度落實——從鼓勵舉報、落實申訴機制，到領導者帶頭營造「零容忍」霸凌的環境。唯有如此，才能讓每個人在工作中安心發光發熱，並維繫自身尊嚴與幸福感。

-李士展 (Shi-Zhan Li)

英文版(English version)

Work is supposed to be a stage where people can demonstrate their talents, develop themselves, and gain economic security. However, when bullying emerges, that stage can turn into a source of pressure and fear. Workplace bullying not only impacts personal dignity and mental health but can also undermine a team’s overall atmosphere. Below are ten chapters that explore the nature of workplace bullying from various angles, addressing its forms, causes, and how to deal with it.

1: Defining Workplace Bullying

Workplace bullying isn’t limited to superiors mistreating subordinates. It can also involve peers acting unfairly or aggressively toward each other. Bullying behaviors typically feature continuity, malice, and a power imbalance. From open insults and verbal attacks to calculated isolation or excessive work demands, all can fall under workplace bullying if intended to harm or dominate.

Hypothetical Story Example: Xiao Ming starts a new job where his manager often makes snide remarks during team meetings. One day, the manager outright says in front of everyone, “You think you can handle this project? Do you even have the ability?” Xiao Ming feels humiliated and stressed. This persistent tactic of belittling and intimidation can already be classified as bullying.

(3 Key Points):

1. Observe whether the behavior is continuous and exploits a power gap.
2. Verbal or behavioral subtleties can escalate into severe harm if ignored.
3. Any pattern of hostility or intent to suppress an employee is bullying.

2: Common Forms of Workplace Bullying

Workplace bullying doesn’t always involve shouting or overt hostility; it can also take the form of “cold violence,” ostracizing, excessive surveillance, or unmanageable workloads. In some companies, overemphasis on KPI or performance targets can foster a breeding ground for bullying if empathy and respect are lacking.

Hypothetical Story Example: Xiao-Hua is consistently assigned the most tedious and time-pressured tasks, while the manager tacitly allows colleagues to taunt him. On the other hand, senior employees receive lighter tasks and more resources. Xiao-Hua realizes this “institutional bullying”—using biased task assignments and social exclusion—aims to suppress him.

(3 Key Points):

1. Bullying can manifest through verbal aggression, social exclusion, or undue workload pressure.
2. Disproportionate assignments and resource withholding are also signs of bullying.
3. Excessive focus on performance metrics, with insufficient balancing measures, can worsen bullying behaviors.

3: Why Does Workplace Bullying Occur?

Bullying often arises from power imbalances, cultural flaws within the organization, or personal psychological factors. Some managers wield “performance pressure” or “newcomer training” as excuses to degrade staff, while peer-on-peer bullying may stem from conflicts of interest or rivalry.

Hypothetical Story Example: Xiao-Ling works in a company that prizes obedience; the manager repeatedly insists on “results above all.” This approach fuels fierce competition, with some staff resorting to rumors or sabotage to outperform others. Over time, a general atmosphere of suspicion and hostility takes hold, igniting bullying incidents.

(3 Key Points):

1. Power imbalance and inadequate oversight create fertile ground for bullying.
2. Intense competition or a “no-challenge” culture can exacerbate aggression and harassment.
3. Personal jealousy or insecurity, if unchecked, can become bullying directed at colleagues.

4: The Harm and Impact of Workplace Bullying

Targets of bullying often experience psychological distress, self-doubt, anxiety, or even depression, eroding their morale and career potential. Long-term fear can also trigger physical disorders like insomnia or gastrointestinal issues. If organizations ignore such issues, morale declines and talent drains away.

Hypothetical Story Example: Xiao-An endures frequent public reprimands from her supervisor, gradually losing motivation. She finds herself anxious, unable to sleep, and suffering stomachaches. The company’s rigid performance rules worsen her fear of losing the job, trapping her in a cycle of stress and potential emotional breakdown.

(3 Key Points):

1. Bullying causes not only immediate harm but can also leave lasting mental trauma.
2. If ignored, it leads to deteriorating team morale and productivity.
3. Without support, victims can develop serious physical and mental health problems, risking extreme outcomes.

5: The Invisible Side of Bullying—Isolation, Marginalization, and Neglect

Not all bullying is openly aggressive; it can appear as “cold violence,” such as excluding or ignoring someone. Victims might be left out of meetings, denied vital information, or socially isolated, which can be even more damaging mentally than overt harassment.

Hypothetical Story Example: Xiao-Qiang suddenly notices that his colleagues no longer greet him; they exclude him from chat groups and fail to inform him of meeting times. Consequently, he often misses updates and makes mistakes, leading management to label him “incompetent.” He only later recognizes that he was systematically marginalized.

(3 Key Points):

1. “Invisible” or “cold” violence can deal profound psychological harm.
2. Isolation denies victims access to essential info, impacting performance.
3. Regularly monitoring social dynamics can detect and prevent subtle bullying early on.

6: Legal and Policy Protections Against Workplace Bullying

In some regions, legislation or internal policies address bullying under labor or civil protections. Effective mechanisms (complaint channels, confidentiality, third-party mediation) can swiftly correct abuses, preventing tragic outcomes.

Hypothetical Story Example: Xiao-Hong finds himself under a dual assault: managerial intimidation and coworker exclusion. Consulting the company handbook, he discovers a clear anti-bullying clause and reporting procedure. He formally complains, leading HR to investigate. The manager receives a warning and is reassigned, which helps to curb further abuse.

(3 Key Points):

1. Where laws or internal regulations exist, employees can leverage these to combat bullying.
2. Enforcement requires a fair and effective complaint process.
3. Knowing how to seek legal or labor-unit assistance is crucial for self-protection.

7: Preventing Workplace Bullying—Organization and Individual Responsibilities

Eliminating bullying requires both organizational measures (positive leadership, policies, education) and individual initiatives (support networks, effective communication). Where management fosters a culture of empathy, staff feel safer expressing concerns, thus deterring bullying.

Hypothetical Story Example: Xiao-Ying’s firm runs regular “Respect and Communication” workshops, encouraging cross-department exchanges. They also provide confidential counseling services for anyone feeling mistreated. This approach deters early bullying signals, allowing coworkers to intervene or report before issues escalate.

(3 Key Points):

1. Bullying prevention demands cultural reinforcement, including rules and value education.
2. Peer support networks and mutual watchfulness help detect early bullying patterns.
3. A strong complaint-and-counseling system reduces fear and promotes a harmonious atmosphere.

8: Facing Bullying—Individual Coping and Self-Protection

When confronted with bullying, tolerance alone is insufficient. It’s important to gather evidence (e.g., emails, chat records, misassignments) and maintain rational communication. If there’s no improvement, seek help from higher management or external agencies.

Hypothetical Story Example: Xiao-Fen suffers both derogatory remarks from her supervisor and social exclusion by colleagues. She saves the insulting emails, chat screenshots, and attempts to communicate with HR. She calmly tells her manager, “I’ve documented these incidents, and if this continues, I’ll have to take formal action.” The manager backs down, prompting the company to investigate.

(3 Key Points):

1. Document events once bullying emerges—verbal or intangible.
2. Attempt rational dialogue first; if that fails, escalate to senior-level or external bodies.
3. Guard your dignity and maintain composure rather than letting emotions cloud your self-defense.

9: Stay or Go? Dealing with Bullying and Career Choices

If the workplace environment is deeply toxic or bullying is entrenched, and management won’t intervene, a victim may consider leaving to protect their mental health. However, if complaint mechanisms are robust and the company is willing to correct the problem, employees can remain hopeful of internal reforms.

Hypothetical Story Example: Xiao-Fen endures a high-pressure boss for a year, on the brink of collapse. Just as she contemplates quitting, a new HR manager revamps anti-bullying policies. The company appears sincere in tackling wrongdoing. She decides to see if reforms succeed—if not, she will promptly resign rather than endure further damage.

(3 Key Points):

1. Assess if the company genuinely intends to fix a harmful culture.
2. Protecting mental well-being often outweighs short-term job stability.
3. Rely on personal psychological resources and external support in deciding whether to stay or leave.

10: Constructing a Friendly Workplace—Joint Efforts of Organization and Individual

Ultimately, preventing workplace bullying requires shifting an entire culture and raising individual awareness. Leaders must model respectful, humane leadership, while employees uphold mutual support and speak out against injustice. Only through collective commitment can a workplace become collaborative rather than oppressive.

Hypothetical Story Example: Xiao-An joins a new company that truly cares about employees. If conflicts arise, management promptly mediates; any signs of intimidation or exclusion are addressed. As a result, staff turnover plummets, and most people feel secure and enthusiastic, boosting productivity and morale.

(3 Key Points):

1. A company that prioritizes respect—backed by strong anti-bullying measures—triggers real cultural change.
2. Employees can be “workplace guardians,” offering help when signs of bullying appear.
3. Through education, communication, and consistent enforcement, organizations uproot bullying at its core.

Conclusion: Standing Up to Bullying and Safeguarding Human Dignity

Workplace bullying is not just about an aggressor’s wrongdoing; it reveals organizational or social failures in labor protection and mutual respect. The above ten chapters, with “hypothetical story examples,” illustrate how bullying can appear in many forms, and how, without timely intervention, it can leave lasting psychological wounds on victims. Confronting bullying demands not only personal courage to collect evidence and report but also structural and social solutions—a safe, confidential complaint channel and a leadership commitment to “zero tolerance” of bullying. Only then can each of us work with confidence, maintain personal dignity, and cultivate a thriving, respectful environment.

-Shi Zhan Li (李士展)

這些都是我上了很多課程才學會的東西！

These are things I learned from taking many courses!

本文章未經使用不可轉載，列印或使用。

?李士展 2024 版權所有。

This article may not be reproduced, printed, or used without prior authorization.

?Shi-Zhan Li 2024 All Rights Reserved.

任何未經授權的使用可能會面臨法律後果。

Any unauthorized use may result in legal consequences.

本文章受國際版權法保護，僅限於原作者授權範圍內使用，禁止轉載、修改或商業用途。

This article is protected under international copyright laws and is limited to use within the scope authorized by the original author. Unauthorized reproduction, modification, or commercial use is strictly prohibited.