Intervention studies included in the scoping review
| Author | Intervention | Sector/country | Sample | Design | Outcomes |
|---|---|---|---|---|---|
| Asi Karakaş and Okanli (2015) | 8 × 2 h assertiveness training with victims of mobbing; 2 months | Nursing, Turkey | 30 nurses | Quasi-experimental pre and post-test design, T1-T2, 6 months | Training positively affected assertiveness and mobbing scores |
| Baixauli et al. (2020) | 10 h of middle manager awareness and conflict management training; 2 days | Various, Spain | 140 middle managers, range of organisations | Experimental design; T1-T2; 3 months | Reduction in prevalence for managers experiencing medium-high bullying at outset; insignificant results for managers experiencing no/low levels of bullying |
| Balevre et al. (2018) | Policy enforcement training, staff awareness and response training, leadership support training, 9 weeks | Nursing, U.S. | 25 employees | Non-experimental, pre and post comparison, 9 weeks | Positive culture change, lower perceived risk in reporting bullying, higher perceived likelihood of report taken seriously |
| Benmore et al. (2018) | Training on bullying awareness, cultural differences, giving constructive feedback, improving own behaviour, 4 h | Healthcare, U.K. | 36 employees | Post intervention assessment only, immediately post intervention | Less likely to accept bullying, more support offered to colleagues, bullying issues raised more frequently. Little evidence of institutional change |
| Chipps and McRury (2012) | Learning community established, training, policy and vision development; 3 months | Nursing, US | 2 units, 16 staff | Quasi-experimental pre and post-test, T1-T2; 7 months | Prevalence almost doubled, although QL reports of heightened awareness and ability to respond |
| Coleman (2013) | Consultant interviews about bullying; 1 h | Meat processing, Australia | 1 meat processing plant, 74 interviews | Pre and post-test, T1-T2, 1 month | No changes to the prevalence of bullying |
| Dzurec et al. (2023) | Staff training to increase awareness and shift perceptions of bullying as humorous, unknown | Nursing, unknown | 1 hospital | Non-experimental study, T1-T2, immediately post intervention | Most participant found the video clip less funny post-intervention, while 25% did not |
| Fehr and Seibel (2022), Seibel et al. (2022) | Cognitive rehearsal training, several hours | Nursing, Canada | 15 registered nurses | Non-experimental, pre and post comparison, 1–2 yrs | Participants were able to recall training strategies, general support for the training. Participants expressed need for more time to practice techniques |
| Hawkins et al. (2023) | Awareness and response training, middle manager training; 4 h | Nursing, Australia | 12 units in 4 hospitals | Quasi-experimental pre and post-test, T1-T2, 5–11 months | Decrease in bullying and incivility but not compared with control group |
| Hoel et al. (2006) | Policy communication (30 min), awareness (3 h) and stress management (3 h) training, unknown | Public Sector, England | 5 orgs, 150 employees | 5-arm cluster randomised trial, T1-T2, 6 months | Some positive trends, but no significant reduction in bullying overall |
| Holme (2006) | Policy revision and communication (through visual display and training), manager training, bullying champion, support training for select staff, 4 weeks | Logistics, U.K. | 1 distribution centre, 22 employees | Post intervention participant observations, 10 days | Greater awareness and ability to distinguish banter from harassment (poor measurement limiting results) |
| Hopkinson et al. (2020) | Awareness and cognitive rehearsal training, 30 min | Military nursing, U.S. | 3 centres | Pre and post-test, T1-T2 (period between pre and post not specified) | No reduction in prevalence (experiencing or witnessing) of bullying |
| Kang et al. (2017) | 5 × 2 h cognitive rehearsal training, 20 h, 5 weeks | Nursing, South Korea | 40 nurses from a range of hospitals | Randomised-control design, T1-T2, 4 weeks | No effects on bullying or symptom experience between case and control groups. Differences reported in interpersonal relationships and turnover intention |
| Kang and Jeong (2019) | Cognitive rehearsal training (delivered via smartphone app); 2 h training + 8 weeks app use | Nursing, South Korea | 72 nurses from 4 units | Cluster quasi-randomised design, T1-T2-T3, 8 weeks | Although there was a reduction in person-related and work-related bullying, no significant effects when compared with control group |
| Keller et al. (2016) | BE NICE champion program including awareness training (4 h), peer support, champion established | Nursing, U.S. | 1 academic medical centre | Post intervention assessment only, 6 months | Increased confidence to speak up in response to bullying, empowered to intervene |
| Kuntz and Searle (2023) | Bystander awareness and response training; 1 day | Healthcare, New Zealand | 140 employees | Pre and post-test, T1-T2-T3, 2 months | No change to negative act frequency or by. Improvements to psychological safety and bystander efficacy at T2 (immediately post) but not T3 |
| León-Pérez et al. (2013) | 3 × 4 h sessions of conflict training for middle managers, 2 weeks | Manufacturing, Spain | 42 managers from 1 organisation | Pre and post-test, T1-T2, 8 months | Interpersonal conflicts reduced at T2, no significant reduction in negative acts (although QL evaluation showed improved conflict management skills 2 weeks post intervention) |
| Li et al. (2023) | Action planning for organisational redesign targeting key work-related causes of bullying; 9 months | Supermarkets, Australia | 10 stores, 1 major food retailer | Pre and post-test comparison; T1-T2, 9 months | Prevalence decreased at store and department level. Number of grievances increased for case and controls, but less so for case organisations |
| McGrath et al. (2010) | 10 × 90 min cognitive rehearsal and stress management training; 10 weeks | Disability work centres, Ireland | 3 centres with one organisation | Pre and post-test; T1-T2-T3; 6 months | Decrease in victimisation in case organisations relative to controls; insignificant results regarding prevalence of perpetration |
| Meloni and Austin (2011) | Zero-tolerance bullying and harassment program, regular communications, bullying champions established, bullying information included in induction, review of policy and complaints procedures, 3 years | Healthcare, Australia | 1 hospital, 1,200 employees | Case study, pre and post comparison, 3 years | Increase in reporting process awareness and support mechanisms, increase in trust that complaints will be addressed. Informal reporting increased |
| Mikkelsen et al. (2011) | Collaboratively designed intervention including staff and manager training, information distribution, dialogue meetings. Continual evaluation, unknown | Public sector, Denmark | 2 departments: 1 university business department, 1 hospital department | Experimental, process-oriented design, evaluation timeframe not specified | Participants benefited from the interventions, in particular the dialogue meetings and manager conflict prevention courses. Poor identification with bullying, low management commitment and cultural aspects obstructed the intervention |
| Mikkelsen et al. (2011) | Implemented policies, awareness training (1 day), champions established who facilitated tailored presentations and strategies within their units, multiple years | Nursing, U.S. | 1 hospital | Case study, personal reflection | Positive culture shift, consistency in manager enforcement, ongoing initiatives embedded in culture and process |
| Pate and Beaumont (2010) | Policy implementation, WB investigations and dismissals, awareness training, 1 year | Public sector, U.K. | 1 organisation, approx. 200 staff | Case study, pre and post comparison, 6 years | Bullying prevalence perceived to be reduced. No different in trust in senior management |
| Sarik et al. (2020) | Customised co-developed strategic plan including staff and management training, policy revision, revision of management processes, surveillance, 1 year | Nursing, U.S. | 1 building within a hospital | Case study, pre and post comparison, 1 year | Improvements in experienced and witnessed bullying behaviours. Significant improvement in satisfaction |
| Sheridan et al. (2022) | Training programmes (90 min), introduced reporting procedures, creation of resources, confidential advisors, 6 years | Tertiary Education, U.S. | 1 university | Case study, pre and post comparison, 6 years | No reductions in perceptions of prevalence or management effectiveness, although increased awareness of bullying and knowledge of management processes |
| Stevens (2002) | Workshops to identify bullying issues. Manager training to take feedback and develop and implement compatible strategies for their areas. Newsletters to communicate progress, 1 year | Nursing, Australia | 1 hospital | Case study, pre and post comparison, 1 year | Decrease in turnover likely attributed to bullying program |
| Stagg et al. (2011, 2013) | Cognitive rehearsal training, 2 h | Nursing, unknown | 15 nurses | Non-experimental study; T1-T2-T3, 6 months | 40% of participants stated their experiences with bullying had decreased since the training. While 70% reported they had change their own behaviours, only 1 (10%) responded at the time of bullying |
| Strandmark and Rahm (2014) | Participative development of an action plan, training, reflection/discussion of vignettes, 1.5 years (ongoing) | Healthcare, Sweden | 3 wards, 26 staff | Qualitative pre and post comparison, T1-T2-T3-T4, 1.5 years | Increased awareness, improved atmosphere, stronger collaboration, increased management of bullying |
| Vartia and Tehrani (2013) | City-led risk assessment and training to reduce risks, city-led events including manager training, 1 year | Education, unknown | 8 primary schools | Pre and post-test, T1-T2, 1 year | Exposure and witnessing bullying reduced. 20% felt as a whole inappropriate behaviour decreased, 40% felt no change |
| Author | Intervention | Sector/country | Sample | Design | Outcomes |
|---|---|---|---|---|---|
| 8 × 2 h assertiveness training with victims of mobbing; 2 months | Nursing, Turkey | 30 nurses | Quasi-experimental pre and post-test design, T1-T2, 6 months | Training positively affected assertiveness and mobbing scores | |
| 10 h of middle manager awareness and conflict management training; 2 days | Various, Spain | 140 middle managers, range of organisations | Experimental design; T1-T2; 3 months | Reduction in prevalence for managers experiencing medium-high bullying at outset; insignificant results for managers experiencing no/low levels of bullying | |
| Policy enforcement training, staff awareness and response training, leadership support training, 9 weeks | Nursing, U.S. | 25 employees | Non-experimental, pre and post comparison, 9 weeks | Positive culture change, lower perceived risk in reporting bullying, higher perceived likelihood of report taken seriously | |
| Training on bullying awareness, cultural differences, giving constructive feedback, improving own behaviour, 4 h | Healthcare, U.K. | 36 employees | Post intervention assessment only, immediately post intervention | Less likely to accept bullying, more support offered to colleagues, bullying issues raised more frequently. Little evidence of institutional change | |
| Learning community established, training, policy and vision development; 3 months | Nursing, US | 2 units, 16 staff | Quasi-experimental pre and post-test, T1-T2; 7 months | Prevalence almost doubled, although QL reports of heightened awareness and ability to respond | |
| Consultant interviews about bullying; 1 h | Meat processing, Australia | 1 meat processing plant, 74 interviews | Pre and post-test, T1-T2, 1 month | No changes to the prevalence of bullying | |
| Staff training to increase awareness and shift perceptions of bullying as humorous, | Nursing, | 1 hospital | Non-experimental study, T1-T2, immediately post intervention | Most participant found the video clip less funny post-intervention, while 25% did not | |
| Cognitive rehearsal training, several hours | Nursing, Canada | 15 registered nurses | Non-experimental, pre and post comparison, 1–2 yrs | Participants were able to recall training strategies, general support for the training. Participants expressed need for more time to practice techniques | |
| Awareness and response training, middle manager training; 4 h | Nursing, Australia | 12 units in 4 hospitals | Quasi-experimental pre and post-test, T1-T2, 5–11 months | Decrease in bullying and incivility but not compared with control group | |
| Policy communication (30 min), awareness (3 h) and stress management (3 h) training, | Public Sector, England | 5 orgs, 150 employees | 5-arm cluster randomised trial, T1-T2, 6 months | Some positive trends, but no significant reduction in bullying overall | |
| Policy revision and communication (through visual display and training), manager training, bullying champion, support training for select staff, 4 weeks | Logistics, U.K. | 1 distribution centre, 22 employees | Post intervention participant observations, 10 days | Greater awareness and ability to distinguish banter from harassment (poor measurement limiting results) | |
| Awareness and cognitive rehearsal training, 30 min | Military nursing, U.S. | 3 centres | Pre and post-test, T1-T2 (period between pre and post not specified) | No reduction in prevalence (experiencing or witnessing) of bullying | |
| 5 × 2 h cognitive rehearsal training, 20 h, 5 weeks | Nursing, South Korea | 40 nurses from a range of hospitals | Randomised-control design, T1-T2, 4 weeks | No effects on bullying or symptom experience between case and control groups. Differences reported in interpersonal relationships and turnover intention | |
| Cognitive rehearsal training (delivered via smartphone app); 2 h training + 8 weeks app use | Nursing, South Korea | 72 nurses from 4 units | Cluster quasi-randomised design, T1-T2-T3, 8 weeks | Although there was a reduction in person-related and work-related bullying, no significant effects when compared with control group | |
| BE NICE champion program including awareness training (4 h), peer support, champion established | Nursing, U.S. | 1 academic medical centre | Post intervention assessment only, 6 months | Increased confidence to speak up in response to bullying, empowered to intervene | |
| Bystander awareness and response training; 1 day | Healthcare, New Zealand | 140 employees | Pre and post-test, T1-T2-T3, 2 months | No change to negative act frequency or by. Improvements to psychological safety and bystander efficacy at T2 (immediately post) but not T3 | |
| 3 × 4 h sessions of conflict training for middle managers, 2 weeks | Manufacturing, Spain | 42 managers from 1 organisation | Pre and post-test, T1-T2, 8 months | Interpersonal conflicts reduced at T2, no significant reduction in negative acts (although QL evaluation showed improved conflict management skills 2 weeks post intervention) | |
| Action planning for organisational redesign targeting key work-related causes of bullying; 9 months | Supermarkets, Australia | 10 stores, 1 major food retailer | Pre and post-test comparison; T1-T2, 9 months | Prevalence decreased at store and department level. Number of grievances increased for case and controls, but less so for case organisations | |
| 10 × 90 min cognitive rehearsal and stress management training; 10 weeks | Disability work centres, Ireland | 3 centres with one organisation | Pre and post-test; T1-T2-T3; 6 months | Decrease in victimisation in case organisations relative to controls; insignificant results regarding prevalence of perpetration | |
| Zero-tolerance bullying and harassment program, regular communications, bullying champions established, bullying information included in induction, review of policy and complaints procedures, 3 years | Healthcare, Australia | 1 hospital, 1,200 employees | Case study, pre and post comparison, 3 years | Increase in reporting process awareness and support mechanisms, increase in trust that complaints will be addressed. Informal reporting increased | |
| Collaboratively designed intervention including staff and manager training, information distribution, dialogue meetings. Continual evaluation, | Public sector, Denmark | 2 departments: 1 university business department, 1 hospital department | Experimental, process-oriented design, evaluation timeframe not specified | Participants benefited from the interventions, in particular the dialogue meetings and manager conflict prevention courses. Poor identification with bullying, low management commitment and cultural aspects obstructed the intervention | |
| Implemented policies, awareness training (1 day), champions established who facilitated tailored presentations and strategies within their units, multiple years | Nursing, U.S. | 1 hospital | Case study, personal reflection | Positive culture shift, consistency in manager enforcement, ongoing initiatives embedded in culture and process | |
| Policy implementation, WB investigations and dismissals, awareness training, 1 year | Public sector, U.K. | 1 organisation, approx. 200 staff | Case study, pre and post comparison, 6 years | Bullying prevalence perceived to be reduced. No different in trust in senior management | |
| Customised co-developed strategic plan including staff and management training, policy revision, revision of management processes, surveillance, 1 year | Nursing, U.S. | 1 building within a hospital | Case study, pre and post comparison, 1 year | Improvements in experienced and witnessed bullying behaviours. Significant improvement in satisfaction | |
| Training programmes (90 min), introduced reporting procedures, creation of resources, confidential advisors, 6 years | Tertiary Education, U.S. | 1 university | Case study, pre and post comparison, 6 years | No reductions in perceptions of prevalence or management effectiveness, although increased awareness of bullying and knowledge of management processes | |
| Workshops to identify bullying issues. Manager training to take feedback and develop and implement compatible strategies for their areas. Newsletters to communicate progress, 1 year | Nursing, Australia | 1 hospital | Case study, pre and post comparison, 1 year | Decrease in turnover likely attributed to bullying program | |
| Cognitive rehearsal training, 2 h | Nursing, | 15 nurses | Non-experimental study; T1-T2-T3, 6 months | 40% of participants stated their experiences with bullying had decreased since the training. While 70% reported they had change their own behaviours, only 1 (10%) responded at the time of bullying | |
| Participative development of an action plan, training, reflection/discussion of vignettes, 1.5 years (ongoing) | Healthcare, Sweden | 3 wards, 26 staff | Qualitative pre and post comparison, T1-T2-T3-T4, 1.5 years | Increased awareness, improved atmosphere, stronger collaboration, increased management of bullying | |
| City-led risk assessment and training to reduce risks, city-led events including manager training, 1 year | Education, | 8 primary schools | Pre and post-test, T1-T2, 1 year | Exposure and witnessing bullying reduced. 20% felt as a whole inappropriate behaviour decreased, 40% felt no change |
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