Bullying only survives in a workplace if management allows it, either through lack of understanding of the problem, inadequate measures to deal with it and a tolerance of disrespectful, inappropriate behaviour.
There are many options available for employers to use when confronted with workplace bullying.
Don’t blame the victim. You will often hear managers tell employees not to take it personally. This kind of statement shifts responsibility away from the bully. It implies that the employee is at fault and that there wouldn’t be a problem if the employee was thicker skinned. It reinforces the bullying culture and isolates those who find the behaviour unacceptable.
Since bullying is a form of violence in the workplace, employers may wish to write a comprehensive policy that covers a range of incidents (from bullying and harassment to physical violence). They should make bullies aware of the consequences of their behaviour. A climate of unacceptability must be created in relation to bullying and all employees must be made aware that it is neither condoned nor tolerated.
Employers can provide a confidential counseling program to help employees manage the emotional consequences of bullying. Such programs can also be offered to bullies to assist them with managing their behaviour and in dealing with the mental health issues that cause it.
Employers may wish to consider sending managers and other interested staff to training courses in how to address and prevent workplace bullying to develop skills sets across organizations.
Employers can also use performance management processes to address bullying and initiate underperformance if bullying persists. To facilitate this process, employees should be encouraged to keep records of all bullying incidents which can be used as evidence when addressing behavior with a bully.
Addressing Workplace Bullying
If you feel that you are being bullied, discriminated against, victimized or subjected to any form of harassment, the Canadian Centre for Occupational Health and Safety recommends the following.
- Firmly tell the person that his or her behavior is not acceptable and ask them to stop. You can ask a supervisor or union member to be with you when you approach the person.
- Keep a factual journal or diary of daily events. Record the date, time and what happened in as much detail as possible, the names of witnesses and the outcome of the event. Remember, it is not just the character of the incidents, but the number, frequency, and especially the pattern that can reveal the bullying or harassment.
- Keep copies of any letters, memos, e-mails, faxes, etc., received from the person.
- Report the harassment to the person identified in your workplace policy, your supervisor, or a delegated manager. If your concerns are minimized, proceed to the next level of management.
Legal implications
Employers, managers, supervisors and employees are facing new obligations and responsibilities in connection with the quality of work environments and workplace interactions. Behavior such as yelling, loss of temper over minor issues, expressions of opinion in an obscene manner, offensive, foul and obscene language, belittling and demeaning remarks or behavior is being legally characterized as personal and psychological harassment and as creating an unacceptable offensive environment.
Such behavior is construed as falling below standards of legally acceptable workplace interactions and conduct.
Many nations and jurisdictions have already adopted legislation to prevent workplace bullying and it is likely that others will follow suit. Some examples are included below.
- On June 1, 2004, Quebec became the first North American jurisdiction to include protection against psychological harassment of employees in its Act Respecting Labor Standards. The Quebec legislation signals a changing legislative and judicial attitude to abuse in the workplace that is likely to be mirrored across Canada.
- From 15 August 2005, employers in South Australia can be fined up to $100,000 for failing to “adequately manage” bullying behavior. Other Australian states are currently considering adopting similar legislation to combat workplace bullying.
- In the United Kingdom, there are means to obtain legal redress for bullying, most notably through the Protection from Harassment Act 1997. In one notable case, Green v DB Group Services (UK) Ltd, a bullied worker was awarded over £800,000 in damages.
Conclusion
It is important that management and staff band together to address and prevent workplace bullying for the sake of productivity and employee well-being. Bullying thrives in dysfunctional work places where fear reigns and people are afraid to support others for fear of being hurt themselves. But it is important to remember that the bully is always outnumbered. Karen Learmonth from www.mobbing.ca says that even if there are no real policies in place to protect a worker, employees can affect change by joining with and educating others on this issue. The employees still have the advantage over the bully if they have the courage to stand up for themselves with the support of management and if organizations are educated and committed to stopping bullying wherever and whenever they can.
© Copyright. Galt Western Personnel Ltd. Unless Credit of authorship to Trilby McGaw and source galtglobalreview.com. Ownership of Copyright remains with Galt Western Personnel Ltd.
