This document presents information on workplace bullying from a group presentation. It defines workplace bullying, describes how it occurs and what motivates bullies. It discusses who is typically targeted and the effects on victims, observers and businesses. Suggestions are provided on how to combat bullying, including steps employers and employees can take as well as how social change agents may help. The presentation concludes by noting that while workplace bullying remains a problem, increased awareness is improving efforts to address it.
This document discusses workplace bullying, defining it as the use of aggressive, intimidating, humiliating language and actions against coworkers. It identifies four main types of bullying: threatening professional status, overworking targets, isolation, and destabilization. Gender-based discrimination and sexual harassment are also common forms of bullying, primarily targeting women. While efforts have been made to promote equality, workplace bullying remains a problem, especially in countries with cultural prejudices against women. The document recommends organizations implement diversity policies, gender sensitivity training, cultural audits, and leverage diversity to enhance performance in order to address bullying.
The document discusses workplace bullying, defining it as repeated unreasonable actions intended to intimidate, degrade or humiliate employees. It notes bullying can include verbal abuse, gossip, threats, and work sabotage. The presentation covers the causes of bullying, its negative effects on employees and businesses, and signs that indicate an employee may be experiencing bullying.
The document discusses bullying in the workplace. It begins with an introduction that defines bullying as abusive behavior that creates a humiliating work environment and harms people's dignity, safety, and well-being. It then contrasts bullies with leaders, noting that leaders inspire teams while bullies disrupt them. Statistics are presented showing the negative impacts of bullying, such as costs to businesses and health issues for targets. Bullying is described as bad for organizations, causing illnesses, injuries, lost productivity and staff. The document concludes by stating the importance of fair treatment standards and the need to address bullying.
The document discusses workplace bullying, its impacts, and strategies for addressing it. It defines bullying as repeated less favorable treatment that intimidates, offends, degrades or humiliates others. Bullying can negatively impact productivity, morale, and staff turnover and retention. It is associated with increased absenteeism, mental health issues, and physical health complaints for those bullied. Effective strategies include having clear policies against bullying, leadership commitment, counseling, and relationship management to promote positive interactions and prevent issues from escalating.
Bullying in the Workplace discusses bullying that occurs among coworkers. Bullying behaviors include abuse, humiliation and undermining confidence. While there are no direct legal protections against bullying, discrimination and harassment laws may apply. The document provides advice on addressing bullying by talking to others, keeping records, and making formal complaints through a company's grievance procedures or by taking legal action such as filing an employment tribunal claim.
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)
The document discusses workplace bullying by defining it, examining its prevalence based on survey findings, and exploring its impacts on targets, witnesses, and organizations. It also provides strategies for preventing and resolving instances of workplace bullying, such as establishing anti-bullying policies and training, building coping skills, and having both informal and formal processes for addressing complaints.
This document discusses workplace bullying, defining it as the use of aggressive, intimidating, humiliating language and actions against coworkers. It identifies four main types of bullying: threatening professional status, overworking targets, isolation, and destabilization. Gender-based discrimination and sexual harassment are also common forms of bullying, primarily targeting women. While efforts have been made to promote equality, workplace bullying remains a problem, especially in countries with cultural prejudices against women. The document recommends organizations implement diversity policies, gender sensitivity training, cultural audits, and leverage diversity to enhance performance in order to address bullying.
The document discusses workplace bullying, defining it as repeated unreasonable actions intended to intimidate, degrade or humiliate employees. It notes bullying can include verbal abuse, gossip, threats, and work sabotage. The presentation covers the causes of bullying, its negative effects on employees and businesses, and signs that indicate an employee may be experiencing bullying.
The document discusses bullying in the workplace. It begins with an introduction that defines bullying as abusive behavior that creates a humiliating work environment and harms people's dignity, safety, and well-being. It then contrasts bullies with leaders, noting that leaders inspire teams while bullies disrupt them. Statistics are presented showing the negative impacts of bullying, such as costs to businesses and health issues for targets. Bullying is described as bad for organizations, causing illnesses, injuries, lost productivity and staff. The document concludes by stating the importance of fair treatment standards and the need to address bullying.
The document discusses workplace bullying, its impacts, and strategies for addressing it. It defines bullying as repeated less favorable treatment that intimidates, offends, degrades or humiliates others. Bullying can negatively impact productivity, morale, and staff turnover and retention. It is associated with increased absenteeism, mental health issues, and physical health complaints for those bullied. Effective strategies include having clear policies against bullying, leadership commitment, counseling, and relationship management to promote positive interactions and prevent issues from escalating.
Bullying in the Workplace discusses bullying that occurs among coworkers. Bullying behaviors include abuse, humiliation and undermining confidence. While there are no direct legal protections against bullying, discrimination and harassment laws may apply. The document provides advice on addressing bullying by talking to others, keeping records, and making formal complaints through a company's grievance procedures or by taking legal action such as filing an employment tribunal claim.
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)
The document discusses workplace bullying by defining it, examining its prevalence based on survey findings, and exploring its impacts on targets, witnesses, and organizations. It also provides strategies for preventing and resolving instances of workplace bullying, such as establishing anti-bullying policies and training, building coping skills, and having both informal and formal processes for addressing complaints.
Workplace Bullying is Everywhere - What HR Needs to KnowCareerminds
What HR Professionals Need to Know About Workplace Bullying
Workplace bullying, just like childhood bullying, is when individuals or groups intentionally humiliate another person. At school, the victim is another student. At work, it is another employee—and it may be more rampant than you think!
In 2012, the Workplace Bullying Institute conducted a survey about the prevalence of bullying in the workplace (http://www.workplacebullying.org/multi/pdf/WBI-2012-StrategiesEff.pdf). Fifty-eight percent of respondents reported being bullied currently, 39% reported having been bullied in the past, and 3% reported having witnessed workplace bullying. Most perpetrators (63%) and victims (79%) were women. Women bullies torment women in 89% of cases; men bully women in 63% of cases. Most of the bullies (75%) are bosses; 18% are coworkers or peers, and 7% are subordinates.
The effect of bullying can range from lower job satisfaction and health complaints to suicide. Stress is the most predominant health effect associated with bullying in the workplace and can result in an increase in the use of sick days or time off from work. Workplace bullying is also expensive: Author Robert Sutton reports that one company estimated annual losses of $160,000 from handling problems caused by one salesman’s bullying behaviors.
In this interactive online training program, participants will learn:
What employees can do if they are being bullied at work
What employers can do to create a zero tolerance toward workplace bullying
The benefits of addressing workplace bullying
How to manage real-life scenarios
ABOUT THE PRESENTER
Judy Lindenberger
President, The Lindenberger Group
Judy Lindenberger "gets" leadership. She is a certified career coach and HR consultant capable of coupling personal growth with professional development, which is why top companies and individuals invite her to work with them. Judy's background includes designing and facilitating the first-ever sexual harassment prevention training for federal government workers, leading the management training department for a major financial organization, and creating a highly successful, global mentoring program for a Fortune 500 company which won the national Athena Award for Mentoring for two consecutive years. Her work has appeared in the Wall Street Journal, Training and Development Magazine, and other publications. Judy holds an MBA in human resources and is based in New Jersey.
To encourage employee representatives and employers to build cultures in which respect for individuals is regarded as an essential part of the conduct of all those who work in the organization.
•To increase awareness and knowledge of bullying in the workplace, and encourage the development of employment practices that enhance worker safety and prevent bullying in the workplace.
Workplace bullying negatively impacts organizational justice. It demonstrates a lack of interactional justice by allowing employees to be treated without dignity and respect. Bullying can reduce an employee's self-efficacy and motivation over time by threatening their sense of esteem, safety, and self-actualization. Both situational factors and personality traits may contribute to bullying. Insecure bullies may target those seen as threats to boost their own self-esteem. Effective strategies for victims include documenting incidents and reporting bullying to appropriate management or groups within the company. Confrontation should be avoided as it could escalate the situation.
This document discusses workplace bullying. It defines bullying as persistent verbal or non-verbal aggression at work that undermines or humiliates an individual or group. Bullying can be overt such as insults or threats, or covert such as sabotage or social isolation. The document examines why people bully, who bullies target, and the implications of bullying for employees, organizations, and finances. It provides strategies for stopping bullying through clear policies, training, intervention, documentation, and following legal processes.
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
Five Steps to Prevent Abusive Conduct and Workplace BullyingAnderson-davis, Inc.
This checklist will assist you in writing a comprehensive abusive conduct policy and walk you through the key elements of an effective, engaging and interactive story-based anti-bullying/abusive conduct prevention training course.
The checklist provides excerpts of three definitions of abusive conduct, identifies what to include and what not to include, and euphemisms to avoid in an abusive conduct policy and its distribution. The list identifies the key elements of how to write a story-based and engaging abusive conduct prevention training course and topics to include, i.e., intervention, policy as a ‘living’ document, when supervisors should document and contact HR/EEO, four changes in CA law. It also notes the new Tennessee and California guidelines covering anti-bullying legislation and abusive conduct.
Important: Most of the policy and training checklists’ guidelines and suggestions also apply to writing a comprehensive anti-harassment policy and creating/vetting engaging and story-based harassment prevention and resolution training.
Workplace Bullying & Harassment Ultimate Training ResourceCarole Spiers
Do you need to deliver a Workplace Bullying & Harassment training course but have no time to prepare?
Then look no further, as here is your 1-stop training resource, including workbook and powerpoint presentation.
Written by Carole Spiers, Leading Authority on Work Stress and Author of Show Stress Who’s Boss!, this ultimate workplace bullying and harassment training resource is for trainers, HR professional and Managers.
This authoritative training resource is for your adaption and use today!
Download immediately: http://bit.ly/TEP0UH
Research indicates up to 70% of the workforce is bullied at some during their working life. First in a series of presentations, this deck answers the question: What exactly is workplace bullying?
This presentation was delivered to a Diversity course at University of Canberra, providing the class with an overview of Bullying in the workplace. The references for this presentation can be found at: http://www.delicious.com/blondlox/Morristeami-UC-lecture-190811
Incivility: Disclosing and Disarming the Incivility Elephant in Academic and ...Jil Wright
This document discusses incivility in nursing education and the workplace. It defines incivility and provides examples from students, faculty, and nurses. Several presenters discuss their experiences with incivility and its negative impacts. The document proposes measures to address incivility between various groups and provides resources for legal protection and organizations supporting healthy work environments.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
How to Incorporate "Psyber Resilience" into Your Security Strategy Case IQ
Every industry experiences some level of stress, burnout, and mental health challenges, but there’s one that is outranking all others by a wide margin: cybersecurity.
In a 2019 Symantec study of nearly 3,000 security professionals almost two thirds of cybersecurity professionals reported that they have considered quitting their jobs or leaving the industry because of stress and burnout. This has dangerous implications for every company that relies on these first responders to keep their data and businesses safe.
Join Neal O’Farrell, cybersecurity expert, as he discusses these mental health challenges and maps out a strategy for building “psyber resilience” in your cybersecurity team.
Webinar attendees will learn about:
The impact of stress and burnout on security professionals, and how to manage it
Tools to help cybersecurity professionals cope with these challenges
Organizational improvements and solutions to reduce stress and burnout for these digital first responders
Creating programs to maximize the psyber resilience in the security workforce
Askbytes.com-Guide for success-askbytesCarmor Bass
Workplace bullying is a serious and widespread problem that negatively impacts employees and organizations. According to a survey, over 1 in 4 US workers reported feeling bullied at work. Bullying takes many forms including verbal abuse, offensive conduct, work sabotage, and more. It can cause health issues for employees and lead to high turnover. The document provides tips for organizations to implement anti-bullying policies and foster a supportive culture to address this important issue.
Medical Whistleblower Canary Notes Newsletter 2 Bullying February 2006...MedicalWhistleblower
Bullying in the workplace is interpersonal violence and severely impacts the workplace environment and also may cause psychological harm to the victim. Chronic bullying can cause PTSD and lead to health problems. Bullying can also be a sign of underlying corruption or malfeasance in the workplace. All employers are advised to take workplace bullying seriously and take steps to prevent it
The document discusses workplace bullying, providing examples of bullying behaviors such as spreading rumors, excluding others, intimidation, undermining work, and physical abuse. Statistics are presented showing that bullying affects a large percentage of the workforce, with many feeling oppressed or unwilling to speak up due to fear. The presentation recommends educating staff about bullying, having anti-bullying policies and reporting systems, and treating all complaints seriously to establish a bully-free workplace. Employers are advised not to ignore potential problems and to act promptly to resolve issues.
Workplace bullying causes an organization a tremendous amount of lost time and money. If addressed immediately an organization can save thousands of dollars.
Mental models for human centric leadershipTathagat Varma
The document discusses negativity in the workplace and its impacts. It begins by summarizing a study of US POWs in North Korea, where 38% died not due to physical torture but because they "gave up" mentally. It then discusses how modern workplaces still struggle with disengaged employees, costing over $400 billion annually. Finally, it advocates for building "human connectedness" through trust, meaningful work, and support between managers and employees to increase engagement.
The document discusses Thomas Watson, the founder of IBM, who did not fire a senior manager who made a costly $3 million mistake, saying "You don’t think I would let you go after I just spent $3Million to train you." This story illustrates IBM's culture of investing in developing and retaining employees, even after costly mistakes, rather than immediately terminating them.
Workplace romances are common, with one-third of relationships beginning at work. However, they often lead to gossip and problems if the relationship sours. Experts advise keeping romance out of the workplace and focusing on professionalism to avoid issues like lowered productivity or morale. Companies discourage office romances due to risks like harassment claims if the relationship ends badly. While passions are hard to control, workplace relationships require maturity to handle potential breakups professionally and avoid using confidential information against each other.
The document summarizes a presentation on workplace bullying. It defines workplace bullying, discusses how it occurs and who the targets typically are. It also outlines the negative effects of bullying on victims, witnesses and businesses. Suggestions are provided on how to combat bullying through employer policies, training, and social change efforts. The presentation emphasizes that while progress is being made in increasing awareness, continued efforts are still needed to fully address this issue.
Managing a MultiGenerational WorkforceRyan Gunhold
The document provides an overview of a workshop on employee engagement, diversity, and satisfaction presented by HR Solutions, Inc. and City University of Seattle. It discusses measuring and improving employee engagement, understanding generational differences, and developing action plans. Key topics included defining engagement, its business outcomes and drivers, engagement survey results for CityU, and a 10-point toolkit for creating a "Magnetic Culture" workplace.
Workplace Bullying is Everywhere - What HR Needs to KnowCareerminds
What HR Professionals Need to Know About Workplace Bullying
Workplace bullying, just like childhood bullying, is when individuals or groups intentionally humiliate another person. At school, the victim is another student. At work, it is another employee—and it may be more rampant than you think!
In 2012, the Workplace Bullying Institute conducted a survey about the prevalence of bullying in the workplace (http://www.workplacebullying.org/multi/pdf/WBI-2012-StrategiesEff.pdf). Fifty-eight percent of respondents reported being bullied currently, 39% reported having been bullied in the past, and 3% reported having witnessed workplace bullying. Most perpetrators (63%) and victims (79%) were women. Women bullies torment women in 89% of cases; men bully women in 63% of cases. Most of the bullies (75%) are bosses; 18% are coworkers or peers, and 7% are subordinates.
The effect of bullying can range from lower job satisfaction and health complaints to suicide. Stress is the most predominant health effect associated with bullying in the workplace and can result in an increase in the use of sick days or time off from work. Workplace bullying is also expensive: Author Robert Sutton reports that one company estimated annual losses of $160,000 from handling problems caused by one salesman’s bullying behaviors.
In this interactive online training program, participants will learn:
What employees can do if they are being bullied at work
What employers can do to create a zero tolerance toward workplace bullying
The benefits of addressing workplace bullying
How to manage real-life scenarios
ABOUT THE PRESENTER
Judy Lindenberger
President, The Lindenberger Group
Judy Lindenberger "gets" leadership. She is a certified career coach and HR consultant capable of coupling personal growth with professional development, which is why top companies and individuals invite her to work with them. Judy's background includes designing and facilitating the first-ever sexual harassment prevention training for federal government workers, leading the management training department for a major financial organization, and creating a highly successful, global mentoring program for a Fortune 500 company which won the national Athena Award for Mentoring for two consecutive years. Her work has appeared in the Wall Street Journal, Training and Development Magazine, and other publications. Judy holds an MBA in human resources and is based in New Jersey.
To encourage employee representatives and employers to build cultures in which respect for individuals is regarded as an essential part of the conduct of all those who work in the organization.
•To increase awareness and knowledge of bullying in the workplace, and encourage the development of employment practices that enhance worker safety and prevent bullying in the workplace.
Workplace bullying negatively impacts organizational justice. It demonstrates a lack of interactional justice by allowing employees to be treated without dignity and respect. Bullying can reduce an employee's self-efficacy and motivation over time by threatening their sense of esteem, safety, and self-actualization. Both situational factors and personality traits may contribute to bullying. Insecure bullies may target those seen as threats to boost their own self-esteem. Effective strategies for victims include documenting incidents and reporting bullying to appropriate management or groups within the company. Confrontation should be avoided as it could escalate the situation.
This document discusses workplace bullying. It defines bullying as persistent verbal or non-verbal aggression at work that undermines or humiliates an individual or group. Bullying can be overt such as insults or threats, or covert such as sabotage or social isolation. The document examines why people bully, who bullies target, and the implications of bullying for employees, organizations, and finances. It provides strategies for stopping bullying through clear policies, training, intervention, documentation, and following legal processes.
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
Five Steps to Prevent Abusive Conduct and Workplace BullyingAnderson-davis, Inc.
This checklist will assist you in writing a comprehensive abusive conduct policy and walk you through the key elements of an effective, engaging and interactive story-based anti-bullying/abusive conduct prevention training course.
The checklist provides excerpts of three definitions of abusive conduct, identifies what to include and what not to include, and euphemisms to avoid in an abusive conduct policy and its distribution. The list identifies the key elements of how to write a story-based and engaging abusive conduct prevention training course and topics to include, i.e., intervention, policy as a ‘living’ document, when supervisors should document and contact HR/EEO, four changes in CA law. It also notes the new Tennessee and California guidelines covering anti-bullying legislation and abusive conduct.
Important: Most of the policy and training checklists’ guidelines and suggestions also apply to writing a comprehensive anti-harassment policy and creating/vetting engaging and story-based harassment prevention and resolution training.
Workplace Bullying & Harassment Ultimate Training ResourceCarole Spiers
Do you need to deliver a Workplace Bullying & Harassment training course but have no time to prepare?
Then look no further, as here is your 1-stop training resource, including workbook and powerpoint presentation.
Written by Carole Spiers, Leading Authority on Work Stress and Author of Show Stress Who’s Boss!, this ultimate workplace bullying and harassment training resource is for trainers, HR professional and Managers.
This authoritative training resource is for your adaption and use today!
Download immediately: http://bit.ly/TEP0UH
Research indicates up to 70% of the workforce is bullied at some during their working life. First in a series of presentations, this deck answers the question: What exactly is workplace bullying?
This presentation was delivered to a Diversity course at University of Canberra, providing the class with an overview of Bullying in the workplace. The references for this presentation can be found at: http://www.delicious.com/blondlox/Morristeami-UC-lecture-190811
Incivility: Disclosing and Disarming the Incivility Elephant in Academic and ...Jil Wright
This document discusses incivility in nursing education and the workplace. It defines incivility and provides examples from students, faculty, and nurses. Several presenters discuss their experiences with incivility and its negative impacts. The document proposes measures to address incivility between various groups and provides resources for legal protection and organizations supporting healthy work environments.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
How to Incorporate "Psyber Resilience" into Your Security Strategy Case IQ
Every industry experiences some level of stress, burnout, and mental health challenges, but there’s one that is outranking all others by a wide margin: cybersecurity.
In a 2019 Symantec study of nearly 3,000 security professionals almost two thirds of cybersecurity professionals reported that they have considered quitting their jobs or leaving the industry because of stress and burnout. This has dangerous implications for every company that relies on these first responders to keep their data and businesses safe.
Join Neal O’Farrell, cybersecurity expert, as he discusses these mental health challenges and maps out a strategy for building “psyber resilience” in your cybersecurity team.
Webinar attendees will learn about:
The impact of stress and burnout on security professionals, and how to manage it
Tools to help cybersecurity professionals cope with these challenges
Organizational improvements and solutions to reduce stress and burnout for these digital first responders
Creating programs to maximize the psyber resilience in the security workforce
Askbytes.com-Guide for success-askbytesCarmor Bass
Workplace bullying is a serious and widespread problem that negatively impacts employees and organizations. According to a survey, over 1 in 4 US workers reported feeling bullied at work. Bullying takes many forms including verbal abuse, offensive conduct, work sabotage, and more. It can cause health issues for employees and lead to high turnover. The document provides tips for organizations to implement anti-bullying policies and foster a supportive culture to address this important issue.
Medical Whistleblower Canary Notes Newsletter 2 Bullying February 2006...MedicalWhistleblower
Bullying in the workplace is interpersonal violence and severely impacts the workplace environment and also may cause psychological harm to the victim. Chronic bullying can cause PTSD and lead to health problems. Bullying can also be a sign of underlying corruption or malfeasance in the workplace. All employers are advised to take workplace bullying seriously and take steps to prevent it
The document discusses workplace bullying, providing examples of bullying behaviors such as spreading rumors, excluding others, intimidation, undermining work, and physical abuse. Statistics are presented showing that bullying affects a large percentage of the workforce, with many feeling oppressed or unwilling to speak up due to fear. The presentation recommends educating staff about bullying, having anti-bullying policies and reporting systems, and treating all complaints seriously to establish a bully-free workplace. Employers are advised not to ignore potential problems and to act promptly to resolve issues.
Workplace bullying causes an organization a tremendous amount of lost time and money. If addressed immediately an organization can save thousands of dollars.
Mental models for human centric leadershipTathagat Varma
The document discusses negativity in the workplace and its impacts. It begins by summarizing a study of US POWs in North Korea, where 38% died not due to physical torture but because they "gave up" mentally. It then discusses how modern workplaces still struggle with disengaged employees, costing over $400 billion annually. Finally, it advocates for building "human connectedness" through trust, meaningful work, and support between managers and employees to increase engagement.
The document discusses Thomas Watson, the founder of IBM, who did not fire a senior manager who made a costly $3 million mistake, saying "You don’t think I would let you go after I just spent $3Million to train you." This story illustrates IBM's culture of investing in developing and retaining employees, even after costly mistakes, rather than immediately terminating them.
Workplace romances are common, with one-third of relationships beginning at work. However, they often lead to gossip and problems if the relationship sours. Experts advise keeping romance out of the workplace and focusing on professionalism to avoid issues like lowered productivity or morale. Companies discourage office romances due to risks like harassment claims if the relationship ends badly. While passions are hard to control, workplace relationships require maturity to handle potential breakups professionally and avoid using confidential information against each other.
The document summarizes a presentation on workplace bullying. It defines workplace bullying, discusses how it occurs and who the targets typically are. It also outlines the negative effects of bullying on victims, witnesses and businesses. Suggestions are provided on how to combat bullying through employer policies, training, and social change efforts. The presentation emphasizes that while progress is being made in increasing awareness, continued efforts are still needed to fully address this issue.
Managing a MultiGenerational WorkforceRyan Gunhold
The document provides an overview of a workshop on employee engagement, diversity, and satisfaction presented by HR Solutions, Inc. and City University of Seattle. It discusses measuring and improving employee engagement, understanding generational differences, and developing action plans. Key topics included defining engagement, its business outcomes and drivers, engagement survey results for CityU, and a 10-point toolkit for creating a "Magnetic Culture" workplace.
Running head INSERT TITLE HEREINSERT TITLE HERE.docxwlynn1
Running head: INSERT TITLE HERE
INSERT TITLE HERE
Insert Title Here
Insert Your Name Here
Insert University Here
Job Description
Introduction
Provide an introduction, and include the date for when the job description was written, the job status (whether it is exempt or nonexempt under The Fair Labor Standards Act (FLSA) and whether it is a full-time or part-time position), the position title, and the objective of the position (what the position is supposed to accomplish and how it affects other positions and the organization). Address the pay for the position.
Supervision
Explain to whom the person reports, and explain the supervisory responsibilities, including any direct reports and the level of supervision.
Job summary
Include an outline of the job responsibilities, including the essential functions like detailed tasks, skills, duties, and responsibilities.
Competency
Explain the competency and position requirements, including knowledge, skills, and abilities (KSAs).
Quality and Quantity Standards
Explain the minimum levels required to meet the job requirements.
Education and Experience
Explain the required education and experience levels needed.
Time Spent Performing Tasks
Explain the percentages, if used. They should be distributed to equal 100%.
Physical Factors
Explain the type of environment associated with job.
Working Conditions
Explain the shifts and any overtime requirements, as needed.
Unplanned Activities
Explain any other duties, as assigned.
Disclaimer
Insert a disclaimer here. Discuss how the job description is not designed to cover or contain a comprehensive listing of activities, duties, or responsibilities that are required of the employee.
Performance Evaluation
Performance Criteria
Include a minimum of four criterion (no more than six). You may refer to the job description to help you develop this.
Performance Scale
Utilize a performance scale, and consider merit pay
Summary
Write a summary about how the laws and regulations associated with the position for the affect compensation and how the two can help manage compensation. Explain how compensation can affect employee behavior in this position.
References
I NEED THIS ON 06/17/20 at 8:00pm.
This week we explore the social-ecological model and the Swearer and Hymel (2015) article does a nice job of describing this model as applied to the problem of bullying. In working on your social change project this week you will be applying the social-ecological model to the topic you are addressing for your social change portfolio/project. The levels addressed in the social-ecological model in this article include individual, family, peer group, school, and community. Because of this specific topic, school is an important dimension. However, this dimension may not apply to your specific social change project depending on the target population. Thus, if "school" does not apply then you can simply have individual, family, peer group, and community. "Peer group" .
Bullying in the workplace negatively impacts both targets and witnesses. A 2010 survey found 35% of workers experienced bullying, most often by same-gender perpetrators who are often in positions of power like managers. Bullying is enabled by power imbalances and deficient workplace cultures, and motivated by perceptions of personal gain. While reasons are complex, prevention requires strong policies, training, and potential legislation like the Healthy Workplace Bill to protect employees from abusive environments.
Building Resilience Into the Child Protection WorkforceBASPCAN
1) The document discusses building resilience in the child protection workforce. High turnover rates pose risks to children's well-being as it leads to staff shortages and high caseloads.
2) Relationships, particularly with managers, play a key role in workers' resilience. Positive relationships with managers and coworkers can help prevent burnout, while negative or unsupported relationships can contribute to workers leaving their jobs.
3) The quality of management strongly influences organizational culture, staff retention, and the ability to support new workers. Poor management that does not provide supervision or support to workers can negatively impact practice quality and service users.
Workplace Bullying Costly and PreventablefalseWiedmer, Terry L..docxericbrooks84875
Workplace Bullying: Costly and Preventable
falseWiedmer, Terry L. Delta Kappa Gamma Bulletin77.2 (Winter 2011): 35-41.
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Workplace bullying is a pervasive practice by malicious individuals who seek power, control, domination, and subjugation. In businesses or schools, such bullying is an inefficient way of working that is both costly and preventable. Senior management and executives are ultimately responsible for creating and sustaining bully free workplaces. Workplace bullies can be stopped if employees and employers work together to establish and enforce appropriate workplace policies and practices. This article presents information about workplace bullying, including its prevalence, targeted individuals, bullying behaviors, employer practices, and steps to prevent bullying. In the end, leadership and an environment of respect provide the ultimate formula for stopping workplace bullying. [PUBLICATION ABSTRACT]
Workplace bullying is a pervasive practice by malicious individuals who seek power, control, domination, and subjugation. In businesses or schools, such bullying is an inefficient way of working that is both costly and preventable. Senior management and executives are ultimately responsible for creating and sustaining bully free workplaces. Workplace bullies can be stopped if employees and employers work together to establish and enforce appropriate workplace policies and practices. This article presents information about workplace bullying, including its prevalence, targeted individuals, bullying behaviors, employer practices, and steps to prevent bullying. In the end, leadership and an environment of respect provide the ultimate formula for stopping workplace bullying. [PUBLICATION ABSTRACT]
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This presentation talks about Empowering Women, how professional performance helps empowerment and how to advance in a career. This was developed for a seminar held at NITTTR, India for women and men from 15 countries. This also helps teacher and policy makers.
Please include the abstract and conclusion .docxboadverna
********** Please include the abstract and conclusion **********
Strategic Issues
After the needs assessment has been completed, the next element of the strategic plan involves developing the strategic issues. Key tasks associated with the strategic issues include conducting a gap analysis, performing an environmental scan, and developing stakeholder surveys. The actions are performed so that you can conduct a SWOT analysis. SWOT stands for STRENGTHS, WEAKNESSES, OPPORUNITIES, and THREATS. A SWOT analysis is used to help an agency, organization, or community better understand the business and environment in which it operates. The goal of developing strategic issues is to list or map out all of the strengths and weaknesses, and then to do the same for all of the opportunities and threats. This helps the organization to identify a strategy for planning. Opportunities that match the strengths are things that should be pursued. Threats that particularly align with weaknesses should be especially avoided when developing a strategic plan.
For this Assignment, you complete a SWOT analysis for Natasha House, Inc.
To prepare:
Review Final Project: Developing a Strategic Plan –S.W.O.T Analysis media in the Weekly Resources.
Consider the strengths, weaknesses, opportunities, and challenges related to Natasha House, Inc.
Think about the environmental factors you might review in preparation for addressing the strategic issues component for Natasha House, Inc. The environmental factors may include: political, economic, demographic, regulatory, philanthropic, donor trends, and other organizations providing similar services.
The Assignment (4–6 pages):
Conduct a SWOT analysis. This analysis focuses on assessing the present state or condition of Natasha House, Inc.and determining where the organization would like to be. The difference between the two represents the gap, or the difference between where Natasha House, Inc. is currently and where Natasha House, Inc.would like to be. This gap could provide direction for the major focus of the strategic plan.
Describe plans for conducting an environmental scan. The environmental scan is a process in which stakeholders gather and interpret relevant data on an agency, organization, or community to identify external opportunities and threats.
Identify and describe internal conditions that might impact the implementation of the strategic plan.
Address how you would minimize the impact of those conditions.
Identify and describe external conditions or competitors that might impact the implementation of the strategic plan.
Address how you would minimize the impact of those conditions.
Consider how you might plan to work with competitors to meet the needs of your targeted agency, organization, or community.
Identify and describe at least three strengths of Natasha House, Inc..
State why each item on the list is a strength.
State how you plan to utilize each strength to positively the impact the development or imp ...
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This document provides an overview of an Organizational Behavior course. It discusses the course units, major topics covered, and disciplines that contribute to OB like psychology and sociology. It also summarizes key OB concepts like the three levels of analysis in the course's OB model, organizational citizenship behavior, commitment, and counterproductive work behaviors. Additionally, it outlines challenges and opportunities for applying OB concepts, discusses diversity and managing it effectively, and defines workplace spirituality.
Workplace Bullying Costly and PreventableWiedmer, Terry LView P.docxericbrooks84875
Workplace Bullying: Costly and Preventable
Wiedmer, Terry LView Profile. Delta Kappa Gamma Bulletin77.2 (Winter 2011): 35-41.
Turn on hit highlighting for speaking browsers by selecting the Enter button
Abstract (summary)
Workplace bullying is a pervasive practice by malicious individuals who seek power, control, domination, and subjugation. In businesses or schools, such bullying is an inefficient way of working that is both costly and preventable. Senior management and executives are ultimately responsible for creating and sustaining bully free workplaces. Workplace bullies can be stopped if employees and employers work together to establish and enforce appropriate workplace policies and practices. This article presents information about workplace bullying, including its prevalence, targeted individuals, bullying behaviors, employer practices, and steps to prevent bullying. In the end, leadership and an environment of respect provide the ultimate formula for stopping workplace bullying. [PUBLICATION ABSTRACT]
Workplace bullying is a pervasive practice by malicious individuals who seek power, control, domination, and subjugation. In businesses or schools, such bullying is an inefficient way of working that is both costly and preventable. Senior management and executives are ultimately responsible for creating and sustaining bully free workplaces. Workplace bullies can be stopped if employees and employers work together to establish and enforce appropriate workplace policies and practices. This article presents information about workplace bullying, including its prevalence, targeted individuals, bullying behaviors, employer practices, and steps to prevent bullying. In the end, leadership and an environment of respect provide the ultimate formula for stopping workplace bullying.
Bullying occurs between and among people in all venues - in the home, community, and workplace. It is a pervasive, targeted, and planned effort that can be overtly obvious or can fly under the radar and is conducted by practiced and malicious individuals who seek power, control, domination, and subjugation. The impacts of such actions - in terms of finances, emotions, health, morale, and overall productivity - are destructive, and the ramifications are limitless (Mattice, 2009), Because no one is immune from the potential of being subjected to bullying in the workplace, this topic merits further review and analysis (Van Dusen, 2008).
To combat workplace bullying, often referred to as psychological harassment or violence (Workplace Bullying Institute [WBI], 2007), employers must have a full range of policies in place and means available to them to create and maintain a healthy workplace culture and climate. Although they are not generally for-profit endeavors, schools and school systems are purposeful businesses that share the same concerns and have the same responsibility to ensure that each employee works in a respectful environment and is not subjected to workplace b.
This document discusses bullying behavior in higher education workplaces and provides advice for dealing with bullies. It notes that over 60% of respondents in a study reported experiencing workplace bullying. Bullying takes many forms, such as public criticism, humiliation, social isolation, and sabotaging work. It often targets women, minorities, and LGBTQ people. Having a bully can be very costly due to lost productivity, turnover, and potential lawsuits. The author recommends that institutions communicate a no-bullying policy, provide training on ethics, and ensure support systems are in place to address concerns in order to create a more collaborative work environment.
This document discusses organizational ethics and social responsibility regarding harassment in the workplace. It begins with an introduction that defines harassment and its various forms. It then analyzes the ethical dimensions of harassment, identifies ethical dilemmas organizations may face, and discusses opposing viewpoints. Next, it synthesizes challenges for organizations, why the topic concerns managers, and best practices. It evaluates how harassment affects stakeholders and recommends engaging in ethical discussions. Finally, it discusses recommendations for addressing harassment through policies, training, and investigations to avoid legal and social issues.
Domestic Violence in the Workplace - How To Create A Safe EnvironmentDebrah Mathis
While some employers may feel that domestic violence is "too controversial" to address, domestic violence doesn't stay at home when women go to work. In fact, 66% of Fortune 1000 senior executives believe their company's financial performance would benefit from addressing the issue of domestic violence among their employees. Additionally, 91% of consumers recently surveyed believe that it is a good idea for companies and organizations to support domestic violence awareness programs.
Policies and programs that support employees who are dealing with domestic violence are key to a thriving, efficient and productive workforce. E2S Solutions helps businesses create responsive solutions.
The document discusses employee engagement and creating a magnetic culture in the workplace. It defines employee engagement as employees being motivated, committed, involved in their work, and inspiring others. Conducting an internal analysis of engagement establishes a foundation for improving company culture and achieving organizational success. The document also outlines key drivers of engagement, ways to create an engaged culture, and an action planning process to increase engagement levels.
Running head GROUP PROJECT WEEK 4 LITERATURE1GROUP PROJECT.docxcharisellington63520
Running head: GROUP PROJECT WEEK 4: LITERATURE
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GROUP PROJECT WEEK 4 LITERATURE
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Group Project Week 4: Literature Review
Group Project Week 4: Literature Review
Workplace violence is usually perpetrated by disgruntled employees, customers, or a domestic violence/stalking relationship that surfaces at a workplace. Stressful situations are a precursor to workplace violence. At different times in an individual’s life, they have been exposed to a stressful situation. The outcome to the situation will often be unique to the individual.
Sometimes, when people get upset they walk away; other times they encounter situations that force them to confront the unwarranted event. The behaviours displayed by the aggressor are intended to sway personal choice. People that create violent situations feel they are in control of a situation or a person (Rizzo & Philpott, 2012).
Workplace issues require tact when issues arise. If disruptive behaviour persists, management is consulted to obtain resolution. It is not uncommon for aggressive behaviour to proceed into physical violence in the workplace (Dillona, 2012). When employees are not satisfied with the outcome of the reported issue, they take matters into their hands.
Often disgruntled employees will produce an undesirable workplace atmosphere. The individuals reach a breaking point, and they act upon it (Rizzo & Philpott, 2012). Education and training to prevent, identify and de-escalate violent episodes is the responsibility of the employer.
Workplace violence exists for many different reasons and has become an acceptable norm in various organizations. Social media have provided an outlet to showcase highly publicized violent episodes that occur on a daily basis. The negative occurrences are insignificant to many, only eliciting response when directly affecting the individual.
It is the responsibility of the employee to provide a safe environment, and this is not occurring in many organizations. Research points out a 70 percent failure rate for employees to provide necessary programs and policies to assist with managing problems in the workplace (Dillona, 2012). It is not necessary for individuals to sustain bodily harm while at work. Employers are accountable for employee injuries particularly if undergone workplace violence training.
It is essential for employees to attend anger management sessions to assist with undesirable behaviour issues. When behavioural issues are unresolved, the negative outcome from altercation cause medical and litigation costs (Dillona, 2012). The climbing cost for injured employees requires immediate attention as the problem infiltrating various organizations.
It may be necessary for employers to complete background checks for individuals that continue to display violent behaviour after attending educational sessions. Employers are responsible for both internal and external safety issues for ensuring employees are safe while at work. Proper lightin.
How to 10X Your Influenceby Joseph Grenny, David Maxfield, A.docxpooleavelina
How to 10X Your Influence
by Joseph Grenny, David Maxfield, Andrew Shimberg
named The Change Management Approach of the Year
by MIT Sloan Management Review
influencer
How to 10X Your Influence 2
Our Serious Problems Are Rooted in Human Behavior
The U.S. financial sector has some of the most sophisticated risk
assessment technologies and most sound regulatory policies of
any nation in the world. Yet from 2003 to 2007 the world watched
a number of this country’s most mature financial institutions
fling themselves off a fiscal cliff. And this in spite of the fact that
the capital markets had experienced a catastrophic “bubble”
just seven years earlier. How could this happen? How could our
behavior diverge so profoundly from painfully recent knowledge?
Unfortunately, the trend doesn’t stop in the financial sector.
In fact, the knowing/doing gap pervades every sector of the
economy and every facet of our lives. For example, this year U.S.
healthcare organizations—some of the finest in the world—will
harm hundreds of thousands of patients by making millions of the
same mistakes they’ve been making for decades. How could this
happen? And why will more than three-fourths of management
innovations like Six Sigma, process reengineering, mergers and
acquisitions, and major IT investments continue to fall far short of
their potential for improving results?
And why, with our abundant knowledge about human health, are
we running headlong toward illness? We live in an age—for the
first time in human history—when the leading causes of death
in developed countries are, at some level, consensual. It is not
a failure of knowledge that increases our risks of suffering from
heart disease or cancer—it is a failure of human behavior.
Planetary problems like terrorism, global warming, and the AIDS
epidemic make the point just as profoundly. Some of the most
important problems facing the human race escalate through
human behavior. And why?
Because we lack influence.
In a world filled with never-ending streams of new advances in
technology and improvements in leadership methods, problems
that can be solved with an invention, a well-delivered speech,
or an influx of capital and equipment have already been solved.
If articulating an argument or writing a check will eliminate a
challenge, you can bet that challenge has already been put to rest.
However, chronic, persistent problems can’t be solved so easily.
That’s because they’re rooted in human behavior, and behavioral-
based challenges typically won’t go away with a single potent
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This document discusses a study on how to increase influence and drive behavioral change. The key finding is that those who use all six sources of influence - personal motivation, personal ability, social motivation, social ability, structural motivation, and structural ability - are up to 10 times more successful at creating sustainable change.
The study examined organizational change initiatives and personal challenges. It found that while many rely on just one influence strategy like training, those who apply four or more strategies combining individual, social, and structural sources are much more likely to succeed.
The document outlines the six sources of influence and provides case studies of organizations that successfully drove change by applying multiple, aligned sources of influence rather than relying on any single approach.
HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and C...HIMSS
The document discusses applying emotional intelligence in healthcare IT organizations. It defines emotional intelligence and explores its five domains and their impact. The document emphasizes that developing emotional intelligence can help organizations address three key challenges: delivering superior products/services, attracting and retaining top talent, and creating opportunities for growth. It provides research showing the importance of emotional intelligence for building trust, managing relationships, and leading change. The document promotes using EQ mapping to assess strengths/weaknesses and develop personalized plans to improve specific emotional competencies over 21 days.
Workplace bullying and harassment have myriad causes that can be categorized into three types - personal, unintentional, and instrumental - with corresponding solutions. Personal aggression stems from character disorders and focuses on individual solutions. Unintentional aggression is caused by insensitivity and assumes training programs will mitigate issues. Instrumental aggression has roots in organizational culture and tolerates aggressive behaviors. A comprehensive analysis of all causes is needed to determine the best responses, as the types are not mutually exclusive. Further research could study interventions' impacts and the relationship between culture and prevalence of bullying.
Delta International is an ISO Certified top recruiting agency in Pakistan, recognized for its highly experienced recruiters. With a diverse range of international jobs for Pakistani workers, Delta International maintains extensive connections with overseas employers, making it one of the top 10 recruitment agencies in Pakistan. It stands out in the list of recruitment agencies in Pakistan for its exceptional services.
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Known for its expertise in the Gulf region, Delta International is among the top 10 international recruitment agencies, specializing in expert headhunting and candidate sourcing. This prominence places it in the list of top 10 overseas recruitment agencies in Pakistan. As one of the best overseas recruitment agencies in Pakistan, Delta International is a trusted name for manpower recruitment, particularly from Pakistan.
The agency is not just a leading name in Karachi but also recognized as one of the best recruitment agencies in Islamabad. Delta International consistently ranks as the top recruitment agency in Pakistan, earning its reputation among the top recruiting agencies in Pakistan. It is also regarded as one of the top overseas employment agencies in Pakistan.
For those seeking foreign jobs, Delta International is listed among the top overseas employment companies in Pakistan. Their extensive network and expertise make them a go-to for anyone looking at the list of overseas employment agencies in Pakistan. As a leading foreign jobs recruitment agency in Pakistan, they offer opportunities across various sectors.
Delta International is consistently listed among the top recruitment companies in Pakistan, known for providing the best recruitment services. It’s considered one of the best recruitment agencies in Pakistan and a prominent recruitment agency in Pakistan. The company excels in international recruitment, making it a key player among international recruitment agencies in Pakistan.
Their inclusion in the list of international recruitment agencies further attests to their excellence. As a top manpower agency in Pakistan, Delta International specializes in recruiting skilled professionals and labor for various industries, including construction, healthcare, IT, engineering, and hospitality.
Delta International is a leader among recruitment agencies in Pakistan, with a particular focus on overseas employment. They are one of the foremost overseas employment agencies in Pakistan, catering to technical jobs and other employment opportunities. Their role as overseas employment promoters highlights their commitment to connecting Pakistani talent with global opportunities.
In summary, Delta International is not only one of the best recruitment agencies in Pakistan but also a distinguished name among overseas employment agencies. Their extensive network and experienced recruiters make them a top choice for anyone seeking employment both locally and internationally.
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Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
5 key differences between Hard skill and Soft skillsRuchiRathor2
𝐓𝐡𝐞 𝐏𝐞𝐫𝐟𝐞𝐜𝐭 𝐁𝐥𝐞𝐧𝐝:
𝐖𝐡𝐲 𝐘𝐨𝐮 𝐍𝐞𝐞𝐝 𝐁𝐨𝐭𝐡 𝐇𝐚𝐫𝐝 & 𝐒𝐨𝐟𝐭 𝐒𝐤𝐢𝐥𝐥𝐬 𝐭𝐨 𝐓𝐡𝐫𝐢𝐯𝐞 💯
In today's dynamic and competitive market, a well-rounded skillset is no longer a luxury - it's a necessity.
While technical expertise (hard skills) is crucial for getting your foot in the door, it's the combination of hard and soft skills that propels you towards long-term success and career advancement. ✨
Think of it like this: Imagine a highly skilled carpenter with a masterful understanding of woodworking (hard skills). But if they struggle to communicate effectively with clients, collaborate with builders, or adapt to project changes (soft skills), their true potential remains untapped. 😐
The synergy between hard and soft skills is what creates true value in the workplace. Strong communication allows you to clearly articulate your technical expertise, while problem-solving skills help you navigate complex challenges alongside your team. 💫
By actively developing both sets of skills, you position yourself as a well-rounded professional who can not only perform tasks efficiently but also contribute meaningfully to a collaborative and dynamic work environment.
Go through the carousel and let me know your views 🤩
PAC_Orientation_Package.ppt Post abortion care Post abortion care Post a...
Workplacebullying
1. Presented by Group E:
Charlotte Baker, Janice Battinelli, Laycee Gaul,
Crystal Haines, Carlyle Morel, Cladise
Slaughter, Ashley Teyechea, & David Woods
Social Responsibility
SOCI 4080-10
Instructor: Professor Ginger Devine
2. What is workplace bullying?
How does workplace bullying occur?
What motivates the bully?
What types of people are at risk for becoming targeted?
What are its effects on victims, observers, & businesses?
What can be done about it?
How can social change agents help combat the problem?
3. What is
Workplace
Bullying?
Too complex to have a universal
definition
Repeated stress inducing
actions toward another
Passive, active, overt, or covert
actions that intimidate, degrade,
humiliate, or undermine
another
Creates feeling of
defenselessness
4. Spreading malicious rumors, gossiping
Undermining or intentionally impeding
another’s work
Blame or unwarranted criticism without
factual justification
Exclusion, social isolation
Excessive monitoring, micromanaging,
unwarranted punishment
Blocking training, leave or promotion
5. A strict supervisor
Consequences for poor work
performance
Warranted demotion, discipline,
counseling, or termination
6. How Does
Workplace
Bullying
Happen?
Ignorance of the issue
Bully supported
through action or
inaction of management
Stressed employees
taking frustrations out
on others
No system of reporting
or protection for victims
Lack of recognition and
anti-bullying laws
worldwide
7. How Do Targets Handle Bullying?
Targets accept the bullying
behavior as part of employment
Victims fear retribution or losing
position for making waves
75% of victims end bullying
behavior only by leaving the
company entirely
8. Bullies work to
psychologically &
systematically wear the
target down to:
Ensure own job
security
Further own career
Exert or gain a sense
of power
Instill fear in the
target or observers
Work Environments
Can Perpetuate
Bullying
9. Personal prejudices harbored against others
Prevent advancement opportunities for target
Create a scapegoat for workplace stressors such as
company downsizing, unreasonable work
demands or work overload
Create social isolation for target
10. Top-down:
managers and supervisors
who bully subordinates
Horizontal:
peers who bully co-workers
in similar job positions
Bottom-up:
workers who bully
supervisors or managers
11. Perceived as threat to job
security or advancement
Negative interpersonal
relationships or role
conflicts
High risk job sectors or
level of employment
Viewed as weak or easy to
victimize
Diversity Issues:
Race, culture, ethnicity,
national origin,
religion
Age, gender,
personality traits,
physical characteristics
Sexual orientation,
gender identification
12. The following chart denotes the percentages of:
men bullying men
women bullying women,
men bullying women
women bullying men
13.
14. Effects of Bullying on the Victim
Stress & job dissatisfaction
High absenteeism
Hyper-vigilance
Psychological and
psychosocial distress
Job loss
3.6%
9.8%
14.6
%
22.6
%
49.4
%
Under 1 month
1-3 Months
3-6 Months
6-12 Minths
Over one year
15. Suicide:
50% of surveyed individuals
reported contemplating
suicide; 20% later succeeded
Victims of bullying are three
times more likely to
experience depression than
the average individual
The impact of bullying on
victims has been found to
correlate with the diagnostic
criteria of Post-Traumatic
Stress Disorder and anxiety
Workplace Bullying
has devastating
effects on the target!
16. “Bystander effect" - the idea that observers stand by,
unwilling to assist someone in need of help
• 12% of observers report that they have witnessed
bullying
• Bystanders fear that the workplace bully will turn on
them
In order for bystanders to feel comfortable enough to
intervene, they need to know they can do something
about it. Witnesses need to feel empowered and
supported when they report bullying behavior.
17. Fear of becoming targeted
causes observers to join
forces with the bully,
resulting in mobbing.
“Workplace mobbing” is
an issue in which a group
of people gang up on a
target without retribution
for their actions.
18. Billions of dollars lost
worldwide each year
due to:
High employee turnover
Decreased productivity
Low job satisfaction
High absenteeism
Use of work computers &
technology extends
behavior into cyberspace,
sullying business
reputation
19. Improved staff satisfaction, retention
Enhanced reputation for the business
Creates a culture of professionals, role models
Improves work safety, quality
Greater staff willingness to report
Reduced liability, risk management
A more civil, productive, desirable workplace
20. 0
10
20
30
40
50
60
70
80
% employee
turnover
% employees
reporting
chronic stress
% employees
seeking work
eleswhere
% employees
who would
recommend
as a good place
to work
% employee
satisfaction
APA's 2010
PHWA award
winners
U.S.
Average
19%
Difference
13%
Difference
8%
Difference
32%
Difference
11%
Difference
Psychologically healthy workplaces have lower
turnover, less stress & higher job satisfaction
Sources: American Psychological Association, U.S. Dept. of Labor
Bureau of labor statistics, 2009
21. Employees:
NEVER become a bully under any circumstances
Recognize when you are being bullied, realize it is
not your fault
Alert management immediately
Ask witnesses to testify that they observed bullying
22. Employers:
Provide conferences or workshops to educate
and empower
Create & enforce a zero tolerance anti-bullying
policy
Determine & enforce possible courses of action
for bullying behaviors
Promote & endorse anti-bullying legislation
23. Employers must establish and enforce strict guidelines
Have employees submit a signed statement
regarding commitment to abide by conduct rules
Encourage reporting
Have focus groups to “conduct surveys” to be
analyzed regularly
24. Three levels of intervention for bullies, victims,
and observers:
Informal Intervention: conduct interviews to discuss
events, listen to responses, get perspectives of all
people involved
Awareness Intervention: Compilation and divulge
complaints from data in a supportive manner to raise
awareness
Authority Intervention: specify behaviors that need
improvement, give timeline to improve behavior
25. Employers can support victims, observers,
and bullies by:
Offering healthcare support, evaluation,
treatment plans & wellness programs
Providing training on professional behavior
Participating in the recovery of those who
experienced or witnessed disruptive bullying
behavior
26. Recognize and report Workplace bullying when it
occurs
Help educate others and create awareness
Volunteer to help the State Coordinators enact the
Healthy Workplace Bill
Become a citizen lobbyist or state coordinator
Assist employers in creating a anti-bullying policy
Endorse the Healthy Workplace Bill:
http://www.healthyworkplacebill.org/
27. Recent recognition of the problem and
increasing awareness are improving the future
outlook of this issue.
Companies worldwide are establishing annual
training courses and codes of conduct regarding
workplace bullying
A safe and comfortable work environment where all
employees feel secure and able to be productive is the
ultimate goal
5-10 years will likely not see the eradication of this
issue, however, each individual commitment can
contribute to overall social change
28. “As a victim who was fired for being a victim, I am
absolutely incensed at the injustice and inhumanity of
executives and managers who let this continue!
As a victim who has suffered many of the debilitating
symptoms of bullying, I am sickened by the
hypocrisy of company "codes of ethics and conduct".
Signed, a victim
29. Workplace bullying is a serious, yet preventable,
problem that results in harmful effects victims,
witnesses and businesses alike
There are currently few laws against workplace
bullying but companies and individuals choosing
to take a stand can have a huge impact and work
toward its elimination
30. Abel, C. (2010). The effects of bullying for victims: What are the effects of
bullying? Retrieved from, web site:
http://dealingwithbullies.org/the-effects- of-bullying-for-victims
American College Personnel (2011). College Student Educators International, in
collaboration with the U.S. Partnership for Education for Sustainable
Development: Sustainability Resources and Publications; Change
agent abilities required to help create a sustainable future. Retrieved
June 30, 2011 from, web site:
http://www.acpa.nche.edu/task- force/sustainability/
Bond, S., Dollard, M., & Tuckey, M. (2010). Psychosocial safety climate,
workplace bullying, and symptoms of posttraumatic stress.
Organization Development Journal, 28(1), 37-56. Retrieved from:
http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=2010-2
3921-004
31. Branch, S., Ramsay, S., & Barker, M. (2007). Managers in the firing line:
Contributing factors to workplace bullying by staff –an interview
study. Journal of Management & Organization 13, 264-281.
Retrieved June 15, 2011, from: Behavioral Studies and
Psychology, 566PsycINFO, EbscoHost.
Bulutlar, F., & Oz, E. (2009). The effects of ethical climates on bullying
behavior in the workplace. Journal of Business Ethics, 86(3), 273-
295. doi:10.1007/s10551-008-9847-4
David-Ferdon, C., Hertz, M. (2008). Electronic media and youth violence: A
CDC issue brief for educators and caregivers. Retrieved July 9, 2011,
from Center for Disease Contorl:
http://www.cdc.gov/violenceprevention/pdf/EA-brief-a.pdf
Dieter, Z, Gross, G. (2001). Conflict escalation and coping with workplace
bullying: A replication and extension. European Journal of Work
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Editor's Notes
It’s important to remember that all work experiences are not always positive, but that doesn’t necessarily mean bullying has occurred. Employers do have the right to demote, discipline, transfer, counsel or terminate employees when warranted.
Employment conditions along with organizational commitment and ethical climate can by design or inadvertently create an environment in which bullying occurs, or is allowed to flourish in the workplace along with the serious effects and consequences these behaviors pose to individuals. (Bond, Dollard & Tuckey, 2010; Workplace Bullying Institute, 2011).
Bullying in the workplace happens for a number of reasons including wide spread ignorance of the problem. Educating people is key to ending it, if we don’t know about it we can’t get rid of it.
Workplace bullying persists partly because people in authority fail to act either because of ignorance of the problem or their unwitting or active participation in it.
Employees under stress may turn to bullying to relieve their stress, or vent frustrations.
There is no system of reporting or protection for victims or observers.
It is not illegal in the United States or most other countries.
Observers who fail to act when it happens in their presences are actually contributing to the problem.
Again, there are no laws in the U.S. against bullying leaving the victim no recourse to stop it without the cooperation of management.
workplace bullying is grossly underestimated, and highly underreported, due to lack of workplace support, or anti-bullying rules and regulations. It is often made worse when victims or observers attempt to fight back especially if the bully is a manager or the manager is in collusion with the bully.
Although many larger and some small companies have rules or codes of conduct that may cover workplace bullying because employers rarely see bullying as a serious problem they fail to enforce their own rules.
Sacrificing one’s mental and physical health to keep a paycheck is not worth it.
75% of victims end the bullying by leaving
Accepting bullying behavior or allowing it to cause one to terminate their own employment does not resolve the larger issue.
It likely only results in a new target.
Namie, Gary and Ruth (2000)
Lack of anti-bullying policies work to allow the behavior to continue without consequences to the bully. If a bully finds that there is no penalty for their behavior it usually escalates causing more damage to the victim and organization.
These are a few of the things that motivate a bully, there are many others.
Most bullying is intentional, three types of bully are identified as destructive narcissistic, psychopathic, and accidental (Stoupe, 2007). The destructive bully is usually a corporate climber and may be unaware that their behavior is destructive to those around them because they are hyper focused on moving up, that is not to say they care about their coworkers they are just oblivious to what their behavior is doing to them. The second type, the psychopath bullies for enjoyment pure and simple. The accidental bully is surprised at being labeled a bully, and may voluntarily seek help for their behavior.