A new study has found that managerialism in higher education institutions is exacerbating workplace bullying, creating a hostile environment for academics. Researchers compared universities in the US and India, uncovering widespread patterns of intimidation and control that transcend cultural boundaries. The findings were published in the International Journal of Bullying Prevention.
The research challenges the notion that national culture plays a significant role in workplace bullying, instead pointing to the managerial strategies employed by universities as a key factor. In both countries, faculty members reported similar experiences of being micromanaged, subjected to excessive workloads and pressured to meet unrealistic performance metrics. The drive for efficiency and profit, characteristic of managerialism, has led to an environment where bullying is not only tolerated but, in some cases, encouraged as a tool of control.
University leaders, often adopting corporate management practices, have prioritised administrative oversight and financial performance over academic well-being. This shift has resulted in a climate where faculty members are closely monitored, research output is rigorously scrutinised and promotion pathways have become increasingly difficult to navigate. The study found that such conditions have contributed to a culture of fear, where employees feel unable to speak out against mistreatment.
While previous research has suggested that workplace bullying may be influenced by cultural factors such as power distance and individualism, this study found little variation between the two countries examined. In both cases, university administrators and senior staff were the primary instigators of bullying, often using their authority to silence dissent and impose rigid expectations on faculty. The findings indicate that the pressures of managerialism have led to a convergence of academic work environments, diminishing the influence of cultural differences.
The study also highlighted the impact of workplace bullying on academic careers. Many of those interviewed reported feeling isolated, demoralised and unable to progress professionally. Some described instances where they had been deliberately excluded from key projects, denied research funding or subjected to unfair performance reviews. Others spoke of the emotional toll of persistent criticism and intimidation, which led them to consider leaving their roles or even abandoning academia altogether.
Despite the serious implications of these findings, there has been little action from universities to address the issue. Institutional policies designed to tackle workplace bullying are often ineffective, as they are implemented by the very management structures that contribute to the problem. In some cases, the study found that complaints were dismissed or used against the complainants, further entrenching a culture of silence.
The research underscores the need for urgent reforms in university management practices. Without significant changes, including a move away from rigid performance metrics and a greater focus on faculty well-being, the problem of workplace bullying in academia is likely to persist. Academics have called for more transparent governance structures and stronger protections against managerial overreach to create a healthier and more equitable working environment.
With universities playing a critical role in knowledge production and education, the consequences of unchecked workplace bullying extend far beyond individual careers. Addressing these issues is essential to preserving academic integrity and ensuring that higher education institutions remain spaces for innovation and intellectual freedom.
