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Busting the workplace bullies
Sue Goss, The Age. Melbourne. 16 August 2001
There are still plenty of old-style Dickensian bullies at work. Unless the joke goes too far they usually rely on an `anti-dobbing' ethic for protection.
The 'fun at work' sexual harassers are having less of a field day as waves of young people, better educated in each other's rights, hit the workforce. But those easily identifiable as guilty of abuse and discrimination at work are now finding the criminal courts a real threat.
Their employers, even if not directly involved, can now be held negligent for not providing the sort of workplace culture in which such victimisation and discrimination will not occur. The legal obligations of employers to provide an atmosphere in which people feel physically and emotionally safe, are widening to include the identification of manipulative misuse of power at all levels of management.
Would these 'command and control' managers think again if you called them by their real name 'bullies'?
25% of workers are aware of bullying.
40% of stress claims are in some part due to bullying.
Bulllying costs Australia $7.4 million annually.
The Victorian Work Cover Authority (VWA) is currently drafting and trialing a code of practice which will become part of the Occupational Health and Safety Act by March, 2002. This will bring a much wider range of bullying behaviours within the ambit of the OHS Act as 'workplace hazards'. Failure to observe the code may prove the offence. The aim is to reduce stress-related and psychological illness due directly to workplace bullying. "The whole point of the new code is guidance," explains Brendan Wood from the VWA. "It gives you a chance to recognise an emerging problem, deal with it quickly before it becomes serious, and create an environment where such a situation simply can't happen again."
Mr Wood says that such responsibility is nothing new. But as figures and claims come through, workplace stress-related illness is now seen as an issue requiring enforcement of appropriate conduct under the Act. "Workplace bullying is devastating for both the victim and the business bottom line," says Kerry Fallon Horgan, a managing partner with Flexibility at Work, a Sydney-based diversity management consultancy.
"Even in organisations that espouse values of respect, inclusion and the valuing of the individual, there are cultures characterised by bullying, distrust, fear and blame, work practices that constantly undermine employees' self-esteem and deprive employees of their basic right to enjoy their working life." That's a right that HR managers must keep in mind as they try to interpret the new code of practice.
Kate Jenkins, an employer relations specialist and partner in Freehills Solicitors, says that employers are now obliged to prevent reasonably foreseeable injuries. "This includes the probability that some one will suffer stress if they are being constantly bullied at work. If they have taken steps to prevent this, they are less likely to be prosecuted. From the HR point of view, this means risk management: making sure that they have a policy against bullying and the inappropriate use of power, that everybody knows about it and could raise a complaint." Ms Jenkins is aware of the difficult issues with manipulative behaviour and fear of job loss. That's why she advises clients to educate managers on how to handle people. "So much bullying should never have occurred," she explains. "A middle manager may not have been trained in the right way to treat people. They didn't mean to bully they just wanted a result. Good employers that live and breathe their HR policies will already have performance management systems in place. Where individuals are reluctant to complain, managers should be looking at macro-indicators such as absenteeism and resignation."
Human resource managers will find plenty of strategies to help organisations improve 'emotional intelligence' within their culture. Grievance procedures should include peer contact support staff; counselling must be available to both victim and bully; regular bullying audits, possibly on-line with trusted confidentiality.
Defining Bullying:
Verbal abuse
Intimidation
Ongoing criticism
Humiliation
Increasing demands
Isolation
Physical abuse
The Effects:
High turnover
Increased sick and stress leave
Low morale
Reduced commitment
Increased compensation payouts
Inability to concentrate
Employee resentment
Reduced productivity
Note:
For help with workplace bullying or diversity management issues call Kerry Fallon Horgan on 612 9967 4744. Further information on workplace bullying will be found in the upcoming issue of "Flexibility Update," a free ezine available at http://www.flexibility.com.au. Go to the Flexibility At Work website to subscribe to this valuable diversity management ezine today.
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