Negative workplace behaviors inhibit organizations from functioning in a productive and ethical way. Workplace bullying involves a repeated pattern of inappropriate, aggressive, or hostile behavior that is directed at a particular target person or group or persons, and is perpetrated by one or more fellow employees. Workplace bullying occurs repeatedly over a period of time rather than just being a one-time conflict. Numerous overt and covert behaviors have been identified as being symptomatic of bullying in the workplace, including verbal abuse, persistent and unjustified criticism, inappropriate comments, isolating or excluding targets from the workplace, victimization, physical assault, and constructive dismissal. The prevalence of workplace bullying remains unclear. It has been estimated that approximately 25 to 50 percent of all employees in the general working population will experience bullying at some time in their working lives. There is little research either overseas or throughout Australasia to indicate the prevalence of workplace bullying among police personnel. However, the few studies available indicate that police organizations may experience workplace bullying. The effects of workplace bullying on persons that are targets of the behavior are considerable. They include psychological and physical consequences such as anxiety, sleeplessness, depression, self-destructive behaviors, post-traumatic stress disorder, panic attacks, headaches, hypertension, and exhaustion. The outcome for organizations include reduced efficiency and productivity, poor morale, adverse publicity, legal costs, increased absenteeism, sick leave, and high turnover. Organizations need to take active steps to encourage workplace environments where bullying is not tolerated. Organizations and employees benefit from grievance procedures that are in place to resolve complaints and to limit the potential for bullying situations. 51 references, appendix