LONELINESS AND WORKPLACE BULLYING: UNRAVELLING THE ROLE OF

ORGANISATIONAL CLIMATE AMONG EMPLOYEES

Bhumika K T
Bhavya Sajith

Abstract
This study looks at the complex interactions between organisational environments,
bullying behaviours, and feelings of loneliness in part-time and full-time work settings.
Bullying behaviours, which include a variety of kinds of aggressiveness and abuse, can lead
to a hostile work environment, negatively influencing employees' mental health and job
satisfaction. Loneliness is investigated as a subjective emotional state in terms of its
frequency and relationship with the organisational environment and bullying in both part-
time and full-time workers. The study aims to find the effect of organisational climate on
workplace bullying and loneliness in part-time and full-time working employees. The tools
used in the study are the Workplace bullying scale (2019), UCLA loneliness scale (1978), and
Organisational climate questionnaire (Likert, 1967). A sample of 150 people out of which
various of them from different organisational sectors were chosen from all over Bangalore,
with the age group ranging from 18 to 30. A convenience sampling technique was employed
for selecting the samples. The results indicate the degree to which the organisation tends
towards a participative and human-oriented as compared to an automotive and highly
structured climate which influences bullying and loneliness. The quantitative analysis reveals
that there is an effect of the organisational climate on bullying and loneliness. The findings
suggest that the nature of the organisational climate plays a crucial role in shaping the
experiences of employees, impacting their perceptions of workplace bullying and loneliness.

Keywords: Organisational Climate, Workplace Bullying, Loneliness, Part-time, Full-Time

The predominant atmosphere, mood, and general psychological environment inside an
organisation are referred to as its organisational climate. It includes the common views,
attitudes, and behaviours of individuals in the workplace, which contribute to the overall
experience of working in a particular organisational environment. Organisational climate, like
natural climate, impacts how people feel, interact, and perform. Organisational climate study
is a major topic in contemporary industrial and organisational psychology. However, there is
a wide range of conceptual and practical definitions, measuring methodologies, and outcomes,
some of which contradict each other. Gilmer (1966) conducted an assessment of
organisational climate literature around ten years ago which reviews the major
conceptualizations, definitions, and measurement approaches for organisational climate,
considers their implications, and makes recommendations for future research (Gilmer, 1966).
Despite substantial research on loneliness, little emphasis has been given to loneliness in the
workplace. As humans, we have an innate desire for social connection and belonging, and
when that need is not met in the workplace, it may have a negative impact on employee well-
being, productivity, and overall organisational performance. Furthermore, workplace
loneliness can result from a variety of causes, including distant work arrangements, a lack of
inclusive business culture, restricted connections with coworkers, and inadequate support
networks (Ertosun & Erdil, 2012).
Workplace bullying is a common problem that impacts people in a variety of professions and
at all levels of an organisation. Bullying can cause psychological suffering, decreased job
satisfaction, lower productivity, and higher turnover rates (Johan Hauge et al., 2007).
Understanding the nature of workplace bullying is critical for organisations that want to foster
a safe and supportive work environment. This introduction serves as a foundation for a
thorough examination of the origins, effects, and prevention and intervention measures for
workplace bullying. Addressing this crucial problem allows organisations to build a culture of
respect and inclusion, therefore improving employee well-being and organisational
performance.
Bullying can be defined as ongoing violence and harassment by coworkers, supervisors, or
subordinates (Einarsen, 1999). Bullying or disrespectful behaviour at work can have long-
term implications for the victim even if individual incidents are small (Cortina et al., 2011).
Extreme bullying can range from physical assault to vulgar signals such foul glances, threats,
and screaming (Bowling & Beehr, 2006).
Workplace loneliness and bullying may have a substantial influence on both personnel and
the broader organisational atmosphere. According to research, these difficulties can cause
lower productivity, a hostile work atmosphere, and detrimental effects on employee mental
health. Some suggest that resolving these issues can enhance organisational culture, foster a
more supportive work environment, and ultimately boost employee happiness and retention.
In this article, we will look at the benefits and downsides of handling workplace loneliness
and bullying in terms of organisational environment.
The major emphasis is on determining the extent to which organisational climate overlaps
with other domains, both at the organisational and individual levels (James & Jones, 1974).
Non-work support is significantly associated with workplace bullying and has varied
implications on workplace loneliness, highlighting the interconnectedness between loneliness
at work and global loneliness, both influenced by the work environment (Wright, 2005).
Organisational climate encompasses the attitudes, perceptions, and expectations of
employees, influenced by factors such as hierarchy, resources, goals, skills, and attitudes,
playing a crucial role in shaping employee morale, performance, and job satisfaction within
an organisation (Mathew & Selvi, 2007). The concept of "organisational climate" refers to
attributes of the work environment, but it is unclear whether it refers to the organisation or the
individual (Guion, 1973). Organisational climate has a significant impact on workplace
bullying and loneliness. Studies have found that a hostile work climate, characterised by
distrust and antagonism, is strongly related to workplace bullying (Erdil & Ertosun, 2011).
This suggests a possible vicious circle where a hostile work climate increases the risk of
bullying, which in turn creates an even more hostile work climate (Vilas-Boas, 2019).
Additionally, a negative emotional climate and lack of support from co-workers and
supervisors can contribute to feelings of loneliness in the workplace (Rosander & Salin,
2023). On the other hand, a positive social climate, characterised by supportive relationships
and a sense of community, can help reduce loneliness and improve employee well-being
(Wright, 2005; Einarsen, 2003). Therefore, addressing interpersonal problems and improving
the psychological work environment can enhance the social and emotional well-being of
employees (Qureshi et al., 2014). Another study explores the relationship between
organisational climate and well-being at work, shows units with a collectively unfavourable
work atmosphere exhibit lower employee well-being (Viitala et al., 2015).
Finally, the interrelated dynamics of organisational environment, loneliness, and bullying
highlight the complex character of employment experiences. Recognising and addressing
these elements together is critical for creating healthy and happy work environments in which
employees may contribute their full potential while feeling socially connected, supported, and
free of the negative effects of bullying. By unravelling these processes, the study hopes to
provide useful insights and practical consequences for organisations looking to establish
cultures that support strong interpersonal connections, reduce loneliness, and avoid workplace
bullying.
Most research is either based on Organisational climate and workplace bullying or
organisational climate and loneliness but these factors are researched together very less which
is considered to be a gap. Another gap is that all these factors are extensively researched in
the western regions making it less relevant in the Indian demographics. Lastly, this study aims
to research both part-time and full-time employees of various organisational sectors. These
gaps can be covered through this research study by implicating these factors and making the
relevance of the study in the field of organisational psychology.
Several strong reasons support the necessity for a study of the role of organisational
environment in bullying and loneliness, including the potential influence on both individual
and organisational well-being. Bullying and loneliness in the workplace have been connected
to poor mental health outcomes, such as stress, anxiety, and depression. Understanding how
the organisational environment contributes to or alleviates these challenges is critical for
improving employee well-being. Workplace bullying and loneliness can have a negative
impact on work performance, productivity, and overall organisational success. Examining the
impact of organisational climate in these dynamics might provide solutions for creating a
healthy work environment that improves both individual and collective performance.
Understanding the impact of an organisational environment in bullying and loneliness can aid
in the creation of tailored prevention efforts. A study on the interconnection of organisational
environment, bullying, and loneliness supports a comprehensive approach to organisational
reform. Organisations may utilise the data to make systemic changes that address fundamental
issues and improve workplace health.
Addressing organisational climate concerns proactively may help to foster a workplace
culture that values respect, inclusivity, and strong interpersonal interactions. To summarise,
research on the impact of organisational climate in bullying and loneliness is critical for
improving our understanding of workplace dynamics. The findings can help to shape
evidence-based treatments and contribute to the development of healthier, more supportive
organisational cultures that prioritise employee well-being and build strong interpersonal
connections.
 METHODOLOGY
Statement of the problem
The study aims to find the effect of organisational climate on workplace bullying and
loneliness in part-time and full-time working employees. It further extends to explore the
gender differences and differences between part-time and full time employees in regards to
the variables being tested.
Objectives
The objective of this study is as follows:
● To measure the effects of organisational climate on workplace bullying and loneliness
among part time and full time employees
● To evaluate the difference between part time and full time employees based on the
levels of organisational climate, workplace bullying and loneliness.
● To explore the gender differences in the organisational climate, workplace bullying
and loneliness among full time and part time working employees.
Hypothesis
● There will be significant influence of organisational climate on workplace bullying
and loneliness among part-time and full-time employees.
● There are significant correlations between organisational climate and workplace
bullying as well as loneliness among part-time and full-time employees.
● There are significant differences in the levels of organisational climate, workplace
bullying, and loneliness between genders among both part-time and full-time
employees.
● There are significant differences in the levels of organisational climate, workplace
bullying, and loneliness based on employment status among both part-time and full-
time employees.

Tools Used
In order to test the spelt-out hypotheses, a number of questionnaires were used to assess
Organisational climate, Workplace Bullying and Loneliness. The following standardised
questionnaires were used in the study with the personal data sheet which explores the
demographic variables of the participants.
● Workplace Bullying Scale (WBS) is a 21 item scale developed by Anjum and others
(2019) designed to assess workplace bullying. Scale is designed according to a five
factor Likert scale with five response choices: “Never”, “Rarely”, “Monthly”,
 “Weekly”, and “Daily” with a scoring range from 1 to 5 for each subsequent response.
Cronbach’s alpha acquired in the present study was 0.87, and 0.77 for Person-related
bullying and work-related bullying, respectively, and 0.91 for the total WBSS scale
(Anjum et al., 2019).
● UCLA Loneliness Scale developed by Russel and others (1978) is a 20-item scale
designed to measure one’s subjective feelings of loneliness as well as feelings of
social isolation. Participants rate each item as either O (“I often feel this way”), S (“I
sometimes feel this way”), R (“I rarely feel this way”), N (“I never feel this way”).
The scoring ranges from all O’s =3, all S’s =2, all R’s =1, and all N’s =0 keeping the
scoring continuous (Russell et al., 1978). This measure is highly reliable, both in terms
of internal consistency (coefficient a ranging from .89 to .94) and test-retest reliability
over a 1-year period (r = .73). Convergent validity for the scale was indicated by
significant correlations with other measures of loneliness.
● Organisational Climate Questionnaire (OCQ) was developed by Likert (1967) to
measure an employee's long-lasting perception of the working environment and
culture of the business they work for. The questionnaire contains 18 items and it
measures 6 dimensions of organisational climate:Leadership (items 1,2,3), Motivation
(items 4,5,6), Communication (7,8,9,10), Goal Setting (11,12,13), Decision making
(14,15), Controls (16,17,18). The responses indicate the degree to which the
organisation tends towards a participative and human oriented as compared to an
automotive and highly structured climate. The items are scored by adding the
responses given by the individuals in the response column. The total score for each of
the dimensions is calculated. The total organisational climate score is the sum of the
scores of all the dimensions. A high score indicates that the employees perceive the
organisation more favourably (Likert, 1967). The test-retest reliability coefficient for
the different dimensions of organisational climate are as follows:
Dimensions Index of Reliability are- Leadership 0.48, Motivation 0.51,
Communication 0.60, Decision making 0.95, Goal setting 0.53, Controls 0.48.
Sample
The sample consists of 100 people, who are males and females working part time or full time
in Bangalore, India. The organisational sectors like Retail, Corporate/IT sectors, Educational
and Healthcare institutions were selected for the sample and the inclusion criteria was that
mode of work should be onsite or hybrid (a combination of onsite and work from home). The
age range of 18-30 was chosen for the sample. The Convenience sampling method was
employed to select the samples for the study. The research tools were circulated via online
forms and the data has been drawn from employees working in various organisational sectors
and the data was analysed using parametric tests.

Ethical Consideration
This study received ethical approval from the School of Allied Healthcare and Sciences
(SAHS) Jain University, Bangalore. Every participant was given information and an informed
consent form before the conduction. The information sheet had an outline of the purpose of
the study, confidentiality terms. It was voluntary participation. Participants gave their consent
before filling the questionnaire/forms.

RESULTS AND DISCUSSION

TABLE 1: showing the correlation coefficients between the organisational climate and workplace
bullying and loneliness

Variables organisational workplace loneliness

climate bullying

organisational - -.217* -.427**

climate

workplace -.217* - .426**

bullying

loneliness -.427** .426** -

**. Correlation is significant at the 0.01 level (2-

tailed).

*. Correlation is significant at the 0.05 level (2-tail)

The correlation coefficients between organisational climate, workplace bullying, and
loneliness give valuable information regarding the possible interplay of these factors in the
workplace. Understanding these associations can provide insight into the dynamics of
workplace interactions, employee well-being, and organisational culture. Here's a the
correlational analysis of the findings,

It can be observed that the negative correlation coefficient (-.217*) between organisational
climate and workplace bullying indicates a weak inverse association between perceived
organisational climate quality and workplace bullying occurrence. This research suggests that
in circumstances where employees perceive a more favourable organisational climate,
workplace bullying may be reduced slightly. This might be due to open communication
routes, supportive leadership, and a culture that values respect and teamwork. The slight
negative correlation coefficient (-.427**) between organisational environment and loneliness
points to a greater inverse link. This shows that in circumstances where the organisational
climate is seen to be more favourable, employees' experiences of loneliness are reduced. A
healthy organisational environment frequently generates a sense of belonging, community,
and social support among employees, reducing feelings of loneliness and isolation.

The modest positive correlation coefficient (.426**) between workplace bullying and
loneliness indicates a significant association between the two variables. This suggests that
employees who have experienced workplace bullying are more likely to report feelings of
loneliness. Workplace bullying may destroy social ties, harm interpersonal relationships, and
foster a hostile work environment, all of which lead to heightened feelings of isolation and
loneliness among those impacted.

TABLE 2 Shows the Influence of independent variables on the organizational climate on

workplace bullying and loneliness

Unstandardized Standardized t-value

Dependent Independent Coefficients Coefficients
variable variables

B Std. Beta
Error

workplace organizationa 52.678 8.887 0-.217

bullying l climate -
2.197**
 organisationa 52.365 7.563 0-.427
loneliness l climate -4.676*

The regression analysis looks at how employees perceive workplace bullying and loneliness
in relation to organizational climate. In this analysis, organizational climate is the independent
variable, whereas workplace bullying and loneliness are the dependent variables.

When all other variables are held constant, the unstandardized coefficients (B) show how the
dependent variable—bullying or loneliness at work—changes when the independent variable
—organizational climate—changes by one unit. By taking into account the scales of
measurement, the standardised coefficients (Beta) show the relative relevance of each
independent variable in predicting the dependent variable.

Beginning with workplace bullying, the unstandardized coefficient (B = 52.678) indicates that
the perception of workplace bullying declines by roughly 52.678 units for every unit increase
in organizational climate. The standardized coefficient (Beta = -0.217) adds more weight to
this negative link by showing that workplace bullying tends to decline as the organizational
environment improves. This relationship's t-value (-2.197) indicates that, at the 0.05 level, the
link is statistically significant.

On to loneliness, where the analysis reveals a similar trend. According to the unstandardized
coefficient (B = 52.365), there is a 52.365-unit drop in perceived loneliness for every unit rise
in organizational climate. The negative correlation between organizational climate and
loneliness is supported by the standardized coefficient (Beta = -0.427), which implies that
employee sentiments of loneliness decrease as organizational climate improves. The
correlation's t-value (-4.676) suggests a strong association and that the relationship is
statistically significant at the 0.05 level.

Table 3: Showing the correlation between organizational climate, workplace

bullying and loneliness In terms of gender

Variables Gender N Mean Std. Deviation t-value

Organsational Male 59 35.9 5.37 1.749 NS

climate
Female 41 38.2 7.85

Workplace Male 59 33.48 15.4 0.033 NS

bullying
Female 41 33.5 16.5

loneliness Male 59 17.6 13.9 0.099 NS

 Female 41 17.3 15.5

NS- not significant

NS- not significant

The presented table shows the association between organisational climate, workplace
bullying, and loneliness, separated by gender.Females had a higher mean score for
organisational climate (Mean = 38.2, SD = 7.85) than males (Mean = 35.9, SD = 5.37).

The t-value of 1.749 suggests that gender differences in organisational climate are not
statistically significant (NS). This suggests that there is no substantial difference in the
impression of organisational climate between males and females. This implies that, regardless
of gender, individuals in the examined sample view the organisational environment equally.
The mean scores, albeit somewhat higher for girls, do not differ substantially from those for
males. Similarly, the study shows no significant difference in reported workplace bullying
between males and females (t-value = 0.033, NS). Both genders report similar mean scores
for workplace bullying, showing that gender has no impact on the occurrence of bullying
behaviours in the workplace within the study sample. The mean loneliness ratings are
comparable for males (mean = 17.6, standard deviation = 13.9) and females (mean = 17.3,
standard deviation = 15.5). The statistical analysis reveals that there is no significant
difference in reported loneliness levels between men and women (t-value = 0.099, NS).
Despite slightly differing mean ratings, the difference is not statistically significant,
suggesting that gender has little effect on participants' experiences of loneliness in the job.

TABLE 4 INDICATES THE t- value with respect to the Age group

Variables AGE N Mean Std. Deviation t-value

group

Organsational 18-23 55 36.0 6.72 1.333 NS

climate
24-30 45 37.8 6.31
 Workplace 18-23 55 34.2 15.2 0.535 NS
bullying
24-30 45 32.5 16.6

loneliness 18-23 55 18.6 13.8 0.875 NS

24-30 45 16.1 15.3

The table above displays the t-values for the variables of organisational climate, workplace

bullying, and loneliness across two age groups: 18-23 and 24-30.

For the 18-23 age group, the mean organisational climate score is 36.0, with a standard

deviation of 6.72. In comparison, the mean score for those aged 24 to 30 is significantly

higher at 37.8, with a comparable standard deviation of 6.31. The t-value of 1.333 indicates

that the difference in organisational climate ratings between the two age groups is statistically

insignificant (NS). Thus, there is no significant variation in perceptions of organisational

environment between people aged 18 to 23 and those aged 24 to 30.

Among people aged 18 to 23, the average score for workplace bullying is 34.2, with a

standard deviation of 15.2. In comparison, the age group 24-30 had a somewhat lower mean

score of 32.5, with a standard deviation of 16.6. The t-value of 0.535 suggests that the

difference in workplace bullying ratings between the two age groups is statistically

insignificant (NS). Thus, there is no significant difference in reported workplace bullying

encounters between people aged 18 to 23, and those aged 24 to 30.

TABLE 5 Inidicates the T-value with respect to Type of employment

Variables Type of N Mean Std. Deviation t-value

employment

Organsational Part time 68 37.7 6.79 1.855 NS

climate
Full time 32 35.1 5.77

Workplace Part time 68 31.9 14.7 1.384 NS

 bullying Full time 32 36.6 17.7

Loneliness Part time 68 16.1 13.7 1.435 NS

Full time 32 20.5 15.7

This analysis looks at the association between three important variables—workplace bullying,
loneliness, and organizational climate—and the kind of employment (full-time vs. part-time).

Compared to full-time employees (M = 35.1, SD = 5.77), part-time employees' mean

organizational climate score (M = 37.7, SD = 6.79) is marginally higher. The t-value of 1.855,
however, indicates that there may not be a statistically significant difference (NS). This
suggests that there is no discernible difference between part-time and full-time employees'
perceptions of the organizational climate, based on the analysis conducted.

Full-time employees report a higher mean score of 36.6 (SD = 17.7) on workplace bullying
than do part-time employees, who report a mean score of 31.9 (SD = 14.7). Nonetheless, this
difference is not statistically significant (NS), according to the t-value of 1.384. Therefore,
this data indicates that there is no discernible difference between part-time and full-time
employees' perceptions of workplace bullying.

Full-time workers report a somewhat higher mean score of 20.5 (SD = 15.7) for loneliness
than do part-time workers, who report a mean score of 16.1 (SD = 13.7). The t-value of 1.435,
however, indicates that this difference is not statistically significant (NS), in line with the
prior variables. Thus, this research indicates that there is no discernible difference between
the degrees of loneliness that full-time and part-time employees report.

CONCLUSIONS

The findings indicate that gender and age had no significant impact on views of organisational
climate, workplace bullying experiences, or degrees of loneliness in the study group. These
findings emphasise the need of creating inclusive and supportive workplaces that prioritise
equality, respect, and well-being for all employees, regardless of gender or age.

It is plausible to conclude that a positive organisational climate fosters an atmosphere in

which bullying is less likely to occur, but less bullying may also lead to a more positive
climate. A healthy organisational atmosphere appears to be associated with fewer incidents of
workplace bullying and lower levels of loneliness. However, causal relationships have not
been identified.

In conclusion, the findings highlight the importance of organisations implementing policies

and procedures that foster a healthy organisational climate, reduce workplace bullying, and
support employees' emotional well-being across varied demographics. Organisations that
develop inclusive and supportive work cultures can improve employee happiness,
productivity, and overall organisational effectiveness.
 SUGGESTIONS FOR FURTHER RESEARCH

This study was restricted to a sample size of 100 employees which wouldn’t be enough to
generalise outcomes of this research to the entire populations. The research was conducted to
employees of various occupations. Therefore, it would be more accurate and informative if
future researchers could examine a large sample.

This survey indicates that some of the demographic variables included in this study have a
relationship between organisational climate, workplace bullying and loneliness. Hence, the
role of other demographic variables excluded in this investigation can be observed through
future researchers. The demographic variables such as place of origin, work experience, type
of organisational sector can be further added to the research.

It would be an interesting comparison to assess cultural influence with respect to

organisational climate and its effect on bullying and loneliness. Future research could utilize
mixed-method approaches, incorporating qualitative data and objective measures to provide a
more comprehensive understanding of the complex factors influencing workplace dynamics
and employee well-being. Future researchers could develop new surveys and/or focus groups
to acknowledge bullying in a workplace in a qualitative measure. In addition, a large sample
size needs to be assessed representing various employees from different occupational
organisations in order to gain more valuable evidence.

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