Exploring the efficacy of mediation in cases of workplace bullying

Purpose The purpose of this paper is to explore the extent to which mediation constitutes an appropriate and effective intervention in cases of alleged workplace bullying. Design/methodology/approach Data was collected from 25 practising mediators in New Zealand by way of semi-structured interviews. The transcribed data was analysed by way of thematic analysis using the software NVivo11. The features of bullying cases identified as potential concerns for mediation in the literature acted as a coding framework, alongside the analytical framework for assessing dispute resolution processes developed by John Budd and Alexander Colvin. Findings A thematic analysis of the data revealed four key features of bullying experiences that mediators believed influenced the efficacy of the mediation process: emotional stability of the parties; power imbalance between the parties; insight and differing interpretations; and the impact of organisational context. Further, the analysis revealed two strategies to overcome barriers to the efficacy of mediation: considering mediation as part of a broader range of dispute resolution processes; and encouraging early low-level mediation intervention. Originality/value Prior empirical studies on the efficacy of workplace mediation have not specifically investigated the use of mediation for bullying cases. This study addresses this gap in that it provides empirical support for the proposition that mediation in cases of bullying may only be appropriate under certain circumstances and that a flexible approach to mediation is required.