Michael Cosgrove from Workplace Laws discusses:
- Steps to prevent workplace bullying
- The process of dealing with workplace bullying after it occurs
- Legal frameworks, resources available for businesses and options for employees to have their workplace bullying issues dealt with effectively
Cover your workplace with LawPath's Workplace Policies Bundle: http://bit.ly/1AFe9VM
Professor Tim Bentley
Director of Healthy Work Group
Associate Head of School of Management, Massey University
Private Bag 102904, Albany, Auckland 0745
t.bentley@massey.ac.nz
(Invited, Wednesday 26, Ilott Room, 3.50)
Michael Cosgrove from Workplace Laws discusses:
- Steps to prevent workplace bullying
- The process of dealing with workplace bullying after it occurs
- Legal frameworks, resources available for businesses and options for employees to have their workplace bullying issues dealt with effectively
Cover your workplace with LawPath's Workplace Policies Bundle: http://bit.ly/1AFe9VM
Professor Tim Bentley
Director of Healthy Work Group
Associate Head of School of Management, Massey University
Private Bag 102904, Albany, Auckland 0745
t.bentley@massey.ac.nz
(Invited, Wednesday 26, Ilott Room, 3.50)
With established metrics for success, you can quantify progress and adjust your process to produce the desired outcome.
Without clear objectives, you're stuck in a constant state of guessing. Leaders at all levels should rigorously define — and measure — what excellence means.
Simplified presentation of a larger effort which has proven to be very effective in tying together Engagement, Lean, Leadership, and several Quality influences and outcomes. The great miss of most organizations is disregard for or minimalising the importance of people and their influence on profitability, competitiveness, sustainability (of organization and even whole industries), while obsessing over materials (commodities) costs (which remain the same for all competitors).
CHO Group Presentation on Accountable Leadership - by Mark SamuelWaldron
At a time when resources are limited and the need to improve business results is paramount, developing and maintaining an organizational culture that focuses on execution is critical. Individual, team, and cross-functional accountability are key elements of a successful organization and culture; what can we as strategic HR leaders do to ensure such a culture exists.
The June 8, 2011 CHO Group sessions in Seattle and Phoenix, “Accountable Leadership: Where Culture And Business Results Connect.” featured Mark Samuel. Mark is the internationally acclaimed author of Creating the Accountable Organization and co-author of The Power of Personal Accountability, Achieve What Matters to You. His presentation focused on practical and innovative approaches to improving execution, adaptability, retention of top talent, and achieving business results. He shared strategies and tools for building ownership at all levels, breaking down “silo” and “blame-game” behaviors, and inspiring employees to raise the bar on current standards. With permission, his slide deck is shared here.
Timothy Dimoff talks about bullying behavior in the workplace, by employees and by supervisors. He explores what constitutes bullying behavior, including cyber-bullying and how bullying differs from harassment. He also gives practical guidance on how to differentiate between a tough management style and bullying, and examines the consequences of workplace bullying.
Every organization has both a formal structure, shown by the organization chart, and in informal structure that forms the culture of how the organization works. This informal structure, the culture, is created by the unwritten rules of the organization, and it can have a significant impact on the success or failure of any internal project.
Allowing employees to have influence, increases their accountability and thus their productivity and ultimately your organization’s profitability. Zenger Folkman has discovered through extensive research, how organizations leverage leaders to develop greater personal accountability. Zenger Folkman utilizes a proprietary strengths-based, cross-training approach to enable leaders to intentionally focus on practicing behaviors correlated with accountability to develop greater accountability throughout an organization.
First of all, we can define “workplace bullying” as the tendency of individuals or groups to use persistent aggressive or unreasonable behaviour against a co-worker or subordinate.
Workplace bullying can include: verbal, nonverbal, psychological, physical abuse and humiliation. This type of aggression is particularly difficult because unlike the typical forms of school bullying, workplace bullies often operate within the established rules and policies of their organization and their society.
Bullying in the workplace is in the majority of cases reported as having been perpetrated by management and takes a wide variety of forms :unfairly treated,pPublic humiliation(s), regularly threatened with dismissal, any form of undermining behaviour, taking credit for things you have done, unfairly passed over for promotion or denied training opportunities, etc.
We have prepared a presentation, willing to clarify some important matters about this interesting subject.
What is Harassment
What is Workplace Bullying
Look at some statistics
Implications on the workplace
Responsibilities of employers/supervisors
Legal Obligations
Minimizing the Risk
Assessment Task
Learn the results of our five-year research study that examined the impact of people problems at hundreds of companies around the world. Find out how they manage their people problems and how your company’s strategies and tactics compare.
With established metrics for success, you can quantify progress and adjust your process to produce the desired outcome.
Without clear objectives, you're stuck in a constant state of guessing. Leaders at all levels should rigorously define — and measure — what excellence means.
Simplified presentation of a larger effort which has proven to be very effective in tying together Engagement, Lean, Leadership, and several Quality influences and outcomes. The great miss of most organizations is disregard for or minimalising the importance of people and their influence on profitability, competitiveness, sustainability (of organization and even whole industries), while obsessing over materials (commodities) costs (which remain the same for all competitors).
CHO Group Presentation on Accountable Leadership - by Mark SamuelWaldron
At a time when resources are limited and the need to improve business results is paramount, developing and maintaining an organizational culture that focuses on execution is critical. Individual, team, and cross-functional accountability are key elements of a successful organization and culture; what can we as strategic HR leaders do to ensure such a culture exists.
The June 8, 2011 CHO Group sessions in Seattle and Phoenix, “Accountable Leadership: Where Culture And Business Results Connect.” featured Mark Samuel. Mark is the internationally acclaimed author of Creating the Accountable Organization and co-author of The Power of Personal Accountability, Achieve What Matters to You. His presentation focused on practical and innovative approaches to improving execution, adaptability, retention of top talent, and achieving business results. He shared strategies and tools for building ownership at all levels, breaking down “silo” and “blame-game” behaviors, and inspiring employees to raise the bar on current standards. With permission, his slide deck is shared here.
Timothy Dimoff talks about bullying behavior in the workplace, by employees and by supervisors. He explores what constitutes bullying behavior, including cyber-bullying and how bullying differs from harassment. He also gives practical guidance on how to differentiate between a tough management style and bullying, and examines the consequences of workplace bullying.
Every organization has both a formal structure, shown by the organization chart, and in informal structure that forms the culture of how the organization works. This informal structure, the culture, is created by the unwritten rules of the organization, and it can have a significant impact on the success or failure of any internal project.
Allowing employees to have influence, increases their accountability and thus their productivity and ultimately your organization’s profitability. Zenger Folkman has discovered through extensive research, how organizations leverage leaders to develop greater personal accountability. Zenger Folkman utilizes a proprietary strengths-based, cross-training approach to enable leaders to intentionally focus on practicing behaviors correlated with accountability to develop greater accountability throughout an organization.
First of all, we can define “workplace bullying” as the tendency of individuals or groups to use persistent aggressive or unreasonable behaviour against a co-worker or subordinate.
Workplace bullying can include: verbal, nonverbal, psychological, physical abuse and humiliation. This type of aggression is particularly difficult because unlike the typical forms of school bullying, workplace bullies often operate within the established rules and policies of their organization and their society.
Bullying in the workplace is in the majority of cases reported as having been perpetrated by management and takes a wide variety of forms :unfairly treated,pPublic humiliation(s), regularly threatened with dismissal, any form of undermining behaviour, taking credit for things you have done, unfairly passed over for promotion or denied training opportunities, etc.
We have prepared a presentation, willing to clarify some important matters about this interesting subject.
What is Harassment
What is Workplace Bullying
Look at some statistics
Implications on the workplace
Responsibilities of employers/supervisors
Legal Obligations
Minimizing the Risk
Assessment Task
Learn the results of our five-year research study that examined the impact of people problems at hundreds of companies around the world. Find out how they manage their people problems and how your company’s strategies and tactics compare.
Don Watkins and Yaron Brook argue that the key to turning the tables on the inequality alarmists is to expose them as the enemies of the only kind of equality that matters: political equality.
5 Ways to Give Feedback that Elicits Real ChangeBambooHR
Employees want to receive feedback, but the way that managers interpret this widely varies. This slideshare helps define a feedback process that drives organizational success and allows for real change.
case study presentation on Cyberloafing.
Employees excessively surf the internet during work hours for non-work related activities. Miss using the internet.
The Qualitative Measurement towards Organizational Behaviour by using Kano Me...Dr. Amarjeet Singh
This research aims to study the organizational
behavior of the employees by using SERVQUAL and Kano
model. The usual application of SERVQUAL and Kano model
is to find out the needs of the customer but for this research, it
is used to find out the employees needs and feelings towards
the organizational. SERVQUAL used to do a gap analysis of
an organization's service quality performance against the
service quality needs of its customers. The Kano Model
classifies product attributes based on how they are perceived
by customers and their effect on customer satisfaction. The
Kano model defines various product attributes that are
considered important to customers and as a decision maker.
As result, the attributes that has the biggest factor in the
behaviour of the employees are Managers being in the office to
guide the employees, Managers helping the employees with the
job, All employees able to finish the job on time and
Employees respond towards a strict manager. These factors
will have a big impact towards the CRM.
Why a lot of employees are a little unethical at work, and what to do about it?
1. Why a lot of employees are a
little unethical at work, and
what to do about it?
Group 3
Susan-Lynn Romeo
2. What is Job Performance?
● Job performance is defined as
“the set of values and employee
behaviors that contribute either
positively or negatively to
organizational goal and
accomplishment.”
● An excellent job performer fulfills
all tasks and citizenship
behaviors that are positive
contributions to the organization.
● Counterproductive behaviors
are things employees do that
have a negative impact on the
company. (Colquitt, LePine,
Wesson, 2011)
3. Unethical Workplace Behavior
We are all guilty of it...
—Cell phone use.
—Internet use for personal matters.
—Extended breaks.
—Chatting with co-workers about social issues rather
than work.
—Personal telephone calls.
4. Facts on Unethical Behavior
● 86.6% of employees had ignored or snubbed someone at work at least once and nearly
16% of employees were actively rude to colleagues sometimes or more frequently.
● Over half of employees (55.3%) had taken things from work at least once.
● 21.4% of employees had ignored HR policies or procedures ranging from occasionally to
more frequently.
●22.1% of employees had sometimes or more frequently taken a sick day when they were
well enough to work.
● The 31-40 age group for women was a high risk for counterproductive work behaviors
(CWBs), probably because many were under enormous pressure to balance family and
work commitments.
● Men were more likely to infringe against their coworkers, while women were more likely to
infringe against the organization.
5. Personal Internet Usage: Our
Biggest Challenge
● 77% of people check their Facebook
account on work computers.
● 20% of men admit to viewing
pornography at work.
● 4% of men spend 1-2 hours per day
gambling at work.
● 56% of people spend 30 minutes
each day researching office betting
pools.
● Employers lose $6.5 billion due to
fantasy football.
● 77% of brides-to-be admit to using
work hours to plan their wedding.
● 49% of people shop online while at
work during the holiday season.
6. What’s so wrong with unethical
behavior?
It is counter productive.
● This employee behavior
intentionally undermines the
organizational goals or
accomplishments
It can create conflict,
causing a hostile work
environment
It can hinder the client
base
It can cause a decline in
morale
Often times, this behavior can
spread from one individual to
others causing more frequent
patterns in…
Absenteeism or Lateness
Significant decrease in
production.
Bullying and physical or
mental abuse to others
More frequent, inappropriate
use of company time such
as extensive internet
browsing
7. Impact of Unethical Behaviors for
a Company
● Counterproductive behavior in
the workplace can take many
forms.
● It affects productivity and
profitability of a business and
the overall quality of the
workplace culture.
● Inability to manage activities.
● Corporate liability.
● Damaged reputation.
● Declining customer and
employee base.
● Quick turnover of employees.
These are all complications an
organization may face as a result of
unethical behaviors.
8. Your Role as a Manager
● Create ethical and moral value
statements.
● Discuss ethics to the employees
during reviews.
● Reinforce good ethical behavior.
● Retain good ethical employees.
● Make ethics a priority when hiring.
● Make yourself present and visible.
9. Give a nudge.
As Dan has explained in his TED talk
● Some studies have shown that having
employees sign an honesty statement
compelled them to adhere to being
significantly more honest compared to the
employees that did not sign the statement.
● Reinforce Specific Leadership Behaviors to
Encourage Ethical Behavior
● Transparency, communication, and
accountability around ethical behaviors
are a few of the leadership behaviors
commonly suggested to leaders.
● The behavior scientists can provide
focuses on education and coaching on
these behaviors to enable leaders to
demonstrate critical behaviors, which
demonstrate a focus on ethics and
being ethical.
10. Ways to Tackle Unwanted Internet
Use
● Implement a policy to address Internet use.
● Written employee policies should lay out acceptable and unacceptable
use of Internet.
● Train employees to know what is and is not allowed.
● You cannot expect employees to automatically know what you want
from them. You must tell them.
● Monitor or restrict use of the Internet.
● Programs that block certain social websites are available and can be
put in place on a company’s network.
Provide opportunities at certain times of the day for employees to use the
internet.
11. Can counter-productivity be
productive?
Stuart Sidle, the Author of the Academy of Management Perspectives,
discussed a study performed involving individuals in the workplace facing
unjust behavior and how it could be transposed as a benefit
There were two forms of CWBs that were focused on
Production Deviance
Withdrawal
With both forms of CWB, individuals were able to escape the unpleasant
environment and decrease their mental exhaustion (preventing burn out)
12. Productivity from
Counter-productivity
Production Deviance (Sidle)
performing tasks in a manner that is inappropriate
whether or incorrect or at a slow pace
Individuals who participated in this behavior were seen to
be less exhausted emotionally
This lessened the hostility in regard to the unjust
environment to an extent
Withdrawal (Sidle)
avoiding work by taking excessive breaks, arriving late,
or leaving early
Those who participated in these behaviors were seen to
escape unjust environments and “replenish their
emotional resources” more easily.
13. Wrapping up
Some counterproductive behaviors can serve as
employee coping mechanisms in a stressful work
environment by way of withdraw.
Managers should try to understand why these
behaviors are occurring and address the issues that
arise.
Managers would be wise to remember that their
employees are human beings with needs that may be
able to be addressed by a 5 minute time out at work,
rather than taking a day off of work to deal with these
issues.
14. Bibliography
● Brimecombe, M. (n.d.). How to Reduce Counterproductive Employee
Behaviors - Athletic Business. Retrieved April 25, 2016, from
http://www.athleticbusiness.com/staffing/how-to-reduce-
counterproductive-employee-behaviors.html
● CyberLoaf, CyberSlack, GoldBrick… Workplace Realities: The Impact of
Personal Internet Usage at Work…. (2014). Retrieved April 25, 2016, from
http://bizshifts-trends.com/2014/11/05/cyberloafing-cyberslacking-
goldbricking-modern-workplace-phenomenon-impact-personal-internet-
usage-workplace/
● Colquitt, J., LePine, J. A., & Wesson, M. J. (2011). Organizational
behavior: Improving performance and commitment in the workplace. New
York: McGraw-Hill Irwin.
● Hartley, D. (2009, August). Three Ways to Stop Employees From Misusing
the Internet at Work. Retrieved April 25, 2016, from
http://www.talentmgt.com/articles/three_ways_to_stop_employees_from_
misusing_the_internet_at_work_
15. Continued…
● Rodriguez, M. (2015). The 5 Most Common Unethical Workplace
Behaviors – Behavioral... Retrieved April 25, 2016, from
http://www.bsci21.org/the-5-most-common-unethical-workplace-behaviors/
● Scuderi, R. (2012). Top Employee Time-Wasters and How to Prevent
Them. Retrieved April 25, 2016, from
https://www.americanexpress.com/us/small-
business/openforum/articles/top-employee-time-wasters-and-how-to-
prevent-them/
● Sidle, S. D.. (2010). Counterproductive Work Behavior: Can It Sometimes
Be Good to Be Bad?. Academy of Management Perspectives, 24(3), 101–
103. Retrieved from http://www.jstor.org/stable/29764979
TEDEducation. (2013). Our buggy moral code - Dan Ariely. Retrieved April
27, 2016, from https://www.youtube.com/watch?v=Gomg-
PrQUTk#action=share