Bullying And Harassment

Editor's Notes

1. There are many different definitions or descriptions of workplace bullying, though there is growing consensus on the most accepted inclusions in the definition. Typically, bullying at work is regarded as repeated unreasonable behaviour, where the behaviours cause, or have the potential to cause harm (see Einarsen et al., 2003; Workcover NSW, 2008; Worksafe Victoria, 2003).
2. What could be considered unreasonable behaviour? Name calling, insults or intimidation Social or physical isolation (which might also include witholding information or preventing access to opportunities) Overwork (such as impossible deadlines, undue disruptions) Destabilisation  or undermining behaviours (e.g., failure to give credit, assigning people meaningless tasks, setting people up to fail, reminding people of their mistakes, removing responsibility without cause) Yelling and shouting Spreading malicious rumors and gossiping Excessive, unjustified or unreasonable monitoring of work Repeated unreasonable assignment of duties which are obviously unfavourable to a particular individual Witholding or denying access to necessary information, consultation or other resources
3. Some of you may be wondering what the different is between the term ‘harassment’ and ‘bullying’. Essentially, the difference is that for some time the term “harassment” has been used in anti-discrimination legislation to describe behaviour of a discriminatory nature (i.e.  directed at staff with a personal attribute that is specifically covered by the legislation).   “ Bullying” describes behaviours that are unreasonable, but which cannot be prosecuted under anti-discrimination legislation.
4. Direct discrimination is treating one person less favourably than another because of particular attributes, such as race, colour, sex, sexual preference, age, disability, medical record, impairment, marital status, pregnancy, potential pregnancy, family responsibilities, criminal record, trade union activity, political opinion, religion, national extraction or social origin. Indirect discrimination is treating everyone the same but in a way that ends up being unfair to a specific group of people. An example of this is where the design of a workplace prevents a person with a disability from accessing the equipment needed to do the job.
5. It also helps to think about Australia’s general community standards about the behaviour that was demonstrated.
6. 74% Australian workers say they have been bullied at work Of those bullied, 65 per cent said they were intimidated, threatened and verbally abused by either a colleague or manager. 57 per cent reported that they currently work with someone they considered to be a bully Nearly one third claim to have been sexually harassed 74 per cent of sexual harassment cases went unreported, often because workers feared the impact it would have on their job.
7. A BALLARAT radio station was recently convicted and fined $50,000 for failing to provide a safe workplace, after one of its employees was found guilty of workplace bullying. The company was convicted and fined $25,000 for failing to provide a safe workplace, and $25,000 for failing to provide instruction, training and supervision in relation to bullying. It was also ordered to pay costs of $5,000. The radio station had allowed one of its announcers, Reginald Mowat, 34, to verbally and physically abuse staff until just before his sacking in November last year Magistrate Coburn found the company had no system for complaints to be made and dealt with and should have stopped the bullying when they became aware of it. He said the company was prepared to retain Mowat with no regard to the consequences for other staff. Mowat was fined $10,000 and ordered to pay costs of $1,700. “The court has confirmed that psychological bullying is as unacceptable as physical bullying. “The victims in this case have been traumatised and exposed to repeated verbal violence. The court has endorsed the view that verbal bullying is not acceptable and that there are consequences for failing to manage it.” He warned employers not to ignore what’s going on in their workplace, and recommended they set up a system for training people and addressing bullying where it occurs. “Complaints and incident reports must be acted on. There needs to be an awareness of the effects of repeated verbal abuse or offensive language, such as lowered morale, reduced productivity and staff turnover,” he said.
8. 71 per cent of respondents who had been bullied said they dreaded going to work. 70 per cent said bullying behaviour negatively impacted on their work output and motivation and 46 per cent claimed being a victim of bullying had made them physically ill. Women were more likely to be bullied than men-79 per cent versus 69 per cent. Of those who had been bullied, 82 per cent said the culprit was their boss/manager, 50 per cent a co worker and 10 per cent a subordinate.
9. Organisation Reduced efficiency, productivity and profitability Increased absenteeism/ staff turnover Unsafe work environment/stress claims Adverse publicity Preventative and reactive financial costs Inhibits innovation and creativity
10. Be aware of your behaviour at work- be conscious of your body language, your tone and the way that your behaviours can be interpreted. You may not think that your behaviour is bullying, but to someone else- it could be. If someone offers to give you feedback you should welcome it and see it as a way to further development yourself. Turn the feedback into a constructive mechanism. Also if you aren’t getting any feedback, seek it out from your manager, direct reports and colleagues.