Who Is the Real Bully? Teacher Bullying and Occurrences in Racially-Disparate Classrooms by Patrice W
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The Bullying of Teachers Is Slowly Entering the National Spotlight. How Will Your School Respond?
UNDER ATTACK The bullying of teachers is slowly entering the national spotlight. How will your school respond? BY ADRIENNE VAN DER VALK ON NOVEMBER !, "#!$, Teaching Tolerance (TT) posted a blog by an anonymous contributor titled “Teachers Can Be Bullied Too.” The author describes being screamed at by her department head in front of colleagues and kids and having her employment repeatedly threatened. She also tells of the depres- sion and anxiety that plagued her fol- lowing each incident. To be honest, we debated posting it. “Was this really a TT issue?” we asked ourselves. Would our readers care about the misfortune of one teacher? How common was this experience anyway? The answer became apparent the next day when the comments section exploded. A popular TT blog might elicit a dozen or so total comments; readers of this blog left dozens upon dozens of long, personal comments every day—and they contin- ued to do so. “It happened to me,” “It’s !"!TEACHING TOLERANCE ILLUSTRATION BY BYRON EGGENSCHWILER happening to me,” “It’s happening in my for the Prevention of Teacher Abuse repeatedly videotaping the target’s class department. I don’t know how to stop it.” (NAPTA). Based on over a decade of without explanation and suspending the This outpouring was a surprise, but it work supporting bullied teachers, she target for insubordination if she attempts shouldn’t have been. A quick Web search asserts that the motives behind teacher to report the situation. revealed that educators report being abuse fall into two camps. Another strong theme among work- bullied at higher rates than profession- “[Some people] are doing it because place bullying experts is the acute need als in almost any other field. -
Dehumanization in the Workplace
Dehumanization in the workplace by Karen Fiorini M.A. (Leadership and Training), Royal Roads University, 2007 Thesis Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy in the Curriculum Theory and Implementation Program Faculty of Education © Karen Fiorini 2019 SIMON FRASER UNIVERSITY Spring 2019 Copyright in this work rests with the author. Please ensure that any reproduction or re-use is done in accordance with the relevant national copyright legislation. Approval Name: Karen Fiorini Degree: Doctor of Philosophy Title: Dehumanization in the workplace Examining Committee: Chair: Laurie Anderson Executive Director, SFU Vancouver Heesoon Bai Senior Supervisor Professor Allan MacKinnon Supervisor Associate Professor Avraham Cohen Supervisor Sessional Adler University Charles Scott Internal Examiner Adjunct Professor John Portelli External Examiner Professor Ontario Institute for Studies in Education University of Toronto Date Defended/Approved: March 8, 2019 ii Abstract Workplace stress is often referred to as the epidemic of the century. It is so normalized within our society that it often goes unrecognized and unquestioned. This study describes and explores the phenomenon of workplace stress. This study looks at some of the key factors, such as overwork, being undervalued in the workplace, and emotional labour, that contributes to workplace stress. This study makes a case that workplace stress is a cloaked phenomenon for dehumanization. The research starts with theoretical overview of dehumanization through different theoretical constructs, such as instrumentalism and moral disengagement, and also through Haslam's and Montague's models of dehumanization. The theoretical explorations here consider how we have allowed ourselves to become dehumanized and how we have allowed others to be dehumanized. -
Anti Bullying and Harrassment
Updated May 2021 Due for review before March 2024 ANTI BULLYING AND HARRASSMENT SHORT VERSION POLICY Please see the full policy for further detail on our approach to bullying and harassment. At the Film and TV Charity we do not tolerate any form of bullying, harassment, racism or other discrimination, or victimisation. We uphold the following principles: 1. Everyone at the Film and TV Charity is responsible for creating a positive workplace that is inclusive and supportive of all colleagues. 2. We respect one another’s dignity, regardless of role or seniority within the organisation. 3. Everyone has the right to feel safe, welcome and comfortable in their day-to-day work 4. The Film and TV Charity aims to prevent bullying and harassment and ensure that proper process is in place for the reporting and investigation of bullying and harassment if it occurs. 5. You should feel empowered to raise challenges and make complaints if you experience any behaviour that falls below this standard, and be supported and protected to do so as we understand that this can be a difficult experience. What is bullying, harassment and victimisation? Bullying is unwanted behaviour that makes someone feel uncomfortable. Sometimes bullying is classed as harassment, Bullying and harassment may be which is against the law and has a legal definition physical, verbal or non-verbal. It under the Equality Act (2010). may be conducted in person, remotely (e.g. on a telephone call or Harassment is unwanted behaviour related to video call) or by letter, email, text ‘protected characteristics’ that has either violated messaging or via social media. -
Recruiting and Attracting Talent
SHRM FOUNDATion’S EFFECTIVE PraCTICE GUIDELINES SERIES Recruiting and Attracting A GUIDE TO UNDERSTANDING Talent AND MANAGING THE RECRUITMENT PROCESS James A. Breaugh, Ph.D. Recruiting and Attracting Talent This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2009 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, elec- tronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. The SHRM Foundation is the 501(c)3 nonprofit affiliate of the Society for Human Resource Management (SHRM). The SHRM Foundation maximizes the impact of the HR profession on organizational decision-making and performance by promoting innovation, education, research and the use of research-based knowledge. -
What Makes a Good Job? Job Quality and Job Satisfaction
ANDREW E. CLARK Paris School of Economics–CNRS, France, and IZA, Germany What makes a good job? Job quality and job satisfaction Job satisfaction is important to well-being, but intervention may be needed only if markets are impeded from improving job quality Keywords: job quality, job satisfaction, welfare, mismatch ELEVATOR PITCH Job satisfaction and high income are weakly correlated, 2005 70 Many measures of job satisfaction have been trending 60 Job satisfaction is high downward. Because jobs are a key part of most people’s 50 Income is high lives, knowing what makes a good job (job quality) is vital 40 30 to knowing how well society is doing. Integral to worker 20 Percentage well-being, job quality also affects the labor market through 10 related decisions on whether to work, whether to quit, and 0 e y k d UK US New y how much effort to put into a job. Empirical work on what Japan Czech Franc Norwa Denmar Republic Zealand German Switzerlan constitutes a good job finds that workers value more than Former West wages; they also value job security and interest in their Note: High job satisfaction is the percentage of respondents with a score work. Policy to affect job quality requires information on of 6 or 7 on the 1–7 scale. High income is the percentage of respondents who agree or strongly agree with the statement that “my income is high”. the cost of the different aspects of job quality and how Source: Calculations based on data from the 2005 International Social much workers value them. -
Long-Term Unemployment and the 99Ers
Long-Term Unemployment and the 99ers An Emerging Issues Report from the January 2012 Long-Term Unemployment and the 99ers The Issue Long-term unemployment has been the most stubborn consequence of the Great Recession. In October 2011, more than two years after the Great Recession officially ended, the national unemployment rate stood at 9.0%, with Connecticut’s unemployment rate at 8.7%.1 Americans have been taught to connect the economic condition of the country or their state to the unemployment Millions of Americans— rate, but the national or state unemployment rate does not tell known as 99ers—have the real story. Concealed in those statistics is evidence of a exhausted their UI benefits, substantial and challenging structural change in the labor and their numbers grow market. Nationally, in July 2011, 31.8% of unemployed people every month. had been out of work for at least 52 weeks. In Connecticut, data shows 37% of the unemployed had been jobless for a year or more. By August 2011, the national average length of unemployment was a record 40 weeks.2 Many have been out of work far longer, with serious consequences. Even with federal extensions to Unemployment Insurance (UI), payments are available for a maximum of 99 weeks in some states; other states provide fewer (60-79) weeks. Millions of Americans—known as 99ers— have exhausted their UI benefits, and their numbers grow every month. By October 2011, approximately 2.9 million nationally had done so. Projections show that five million people will be 99ers, exhausting their benefits, by October 2012. -
The Supervisor/Hr Newsletter
THE SUPERVISOR/HR NEWSLETTER HELPFUL RESOURCES FROM YOUR EMPLOYEE ASSISTANCE PROGraM DEC. 17 Supervisor Excellence Webinar Series December Online Seminar & Leadership Certificate Program Diversity in the Workplace: Below are recordings of the webinars presented so far this year as part Maintaining an Inclusive Environment of this series. Attendance is tracked for both the live and recorded sessions; therefore, viewing the below recordings will count toward the Each member of the workforce brings Leadership Certificate requirement of attending 5 out of the 6 webinars. unique skills, background, and experience vital to the successful organization. A Thinking for Success diverse workforce is a rich source of https://attendee.gotowebinar.com/recording/7693502043189076739 creativity and problem-solving. How to Motivate Your Employees Available on-demand starting https://attendee.gotowebinar.com/recording/1311003071536328962 December 19th at www.deeroakseap.com Five Steps to Building Trust with Your Team https://attendee.gotowebinar.com/recording/3879793188239462914 Advanced Coaching Skills for Leaders https://attendee.gotowebinar.com/recording/741751819608174595 Helpline: (855) 492-3633 Maximizing the Productivity of Your Team Web: www.deeroakseap.com https://attendee.gotowebinar.com/recording/9148304366229275138 Email: [email protected] Cost of Workplace Incivility Can Be a Rude Awakening Bad behavior hurts the bottom line. One manager carries a small, souvenir baseball bat in his back pocket as a symbol of his authority. He never brandishes it, but his boss tolerates it, which sends a message to his employees. Employees call another manager “Black Widow” (behind her back) because she constantly berates her coworkers in front of customers. Employees warned each other that if you did something to upset her, “You’re as good as gone.” And yet there was no consequence for her behavior. -
Investigating Rude, Dismissive and Aggressive Communication Between Doctors
Clinical Medicine 2015 Vol 15, No 6: 541–5 ORIGINAL RESEARCH Sticks and stones: investigating rude, dismissive and aggressive communication between doctors Authors: Victoria Bradley,A Samuel Liddle,B Robert Shaw,C Emily Savage,D Roberta Rabbitts,E Corinne Trim,F Tunji A LasoyeG and Benjamin C WhitelawH Destructive communication is a problem within the NHS; Introduction however previous research has focused on bullying. Rude, Destructive or negative workplace communication is recognised dismissive and aggressive (RDA) communication between 1–4 doctors is a more widespread problem and underinvestigated. to be a problem both in the NHS and other organisations and has attracted concern following recent care scandals such as We conducted a mixed method study combining a survey and 5,6 ABSTRACT focus groups to describe the extent of RDA communication Mid Staffordshire and Morecombe Bay. between doctors, its context and subsequent impact. In total, Negative workplace behaviours encompass a broad spectrum 606 doctors were surveyed across three teaching hospitals in and most of the research on negative communication between doctors has analysed bullying or undermining as a discrete England. Two structured focus groups were held with doctors 7–10 at one teaching hospital. 31% of doctors described being subset. However, relatively little work has been done to subject to RDA communication multiple times per week or describe more widespread rude, dismissive and aggressive (RDA) communication between doctors that can also be more often, with junior and registrar doctors affected twice 11 as often as consultants. Rudeness was more commonly defined as workplace incivility. RDA communication is experienced from specific specialties: radiology, general distinct from bullying which is a more persistent and power- based form of abuse most commonly occurring within a surgery, neurosurgery and cardiology. -
How to Prepare for Job Interview Questions
Talking the talk: How to prepare for job interview questions At best, a job interview can be a thoughtful conversation about a subject close to your heart: You! At worst, it can be a sweaty interrogation. Don’t sweat it. Be prepared. Before an interview, carefully review your transcript and resume, think critically about your personal successes and failures, and inventory your skills and experiences. You should be ready to answer detailed questions about your academic and professional past, and demonstrate that you are thinking about your future. There are two main question types you are likely to encounter in an interview: 1. Behavior Based Questions: - Tell me about a situation where you took on a leadership role. - Give an example of a time when you had to communicate effectively. - Describe your proudest academic achievement. 2. Personal History Questions: - Who do you consider to be your role model? - What are your long-term career goals? - Why do you want to work for this organization? In the heat of the moment, these questions can seem overwhelming. By anticipating how you will answer them, you can stay in control of the interview. 1. Behavior Based Questions: Employers have to assume that the past is precedent, so they will ask you to share personal experiences that illustrate relevant skills. Your examples may come from work experiences, internships, coursework, research, extra-curricular activities or volunteer work. The STAR technique (Situation or Task, Action, Result) can help you structure informative and concise personal narratives. Situation/Task: Description of a specific situation or task related to a relevant skill Action: Description of the specific steps you took in the situation or to 1 complete the task. -
Avoiding Underemployment
NC VETERAN NEWS Avoiding Underemployment While no official definition of underemployment exists, most of us consider ourselves underemployed if we feel underpaid, work at a job that doesn’t match our level of education, or work only part time when we really want a full-time job. Underemployment does happen, and although we can’t control everything in our lives, here are a few strategies to avoid having to take jobs that turn out to be “less” than you expected. Start Early Keeping in mind that it’s not unusual to take six months or more to get a job, you should start your job search early. Start looking at job postings, applying for jobs, and polishing your job search skills at least six months from your projected date of discharge or retirement. If you wait too long to start your job search, you may feel pressured to take any job just to have some income. That may mean taking one that doesn’t fit your skills and experience and that may have a lower salary. Professional Online Profile First impressions count, so make it easy for job recruiters to find positive information about you online. In the process of transition, you will probably “rebrand” yourself to meet new career expectations. Since recruiters often search the Internet for job applicants’ information, find out what your online information looks like and take action to put your best electronic foot forward. • Know what recruiters will see about you or about someone who has the same name as yours. Google your name to see what information shows up. -
Impoliteness and Rudeness in Sawungkampret Comics by Dwi Koendoro
Culturalistics: Journal of Cultural, Literary, and Linguistic Studies, [2] (1), [2018], [14-22] Available online at: http://ejournal.undip.ac.id/index.php/culturalistics Article Received: 05/12/2017; Accepted: 05/01/2018; Published: 31/01/2018 Impoliteness and Rudeness in Sawungkampret Comics by Dwi Koendoro Ayu Ida Savitri English Study Program, Faculty of Humanities, Diponegoro University e-mail address: [email protected] Abstract Impoliteness and rudeness are two different terms referring to similar offensive behaviour. The difference of those terms lays on the intention of speaker in doing the offensive behaviour. Culpeper (1996) introduces Impoliteness Theory as something he calls ‘parasite’ of Brown and Levinson’s (1987) Politeness Theory by exposing five super strategies: Bald on Record Impoliteness, Positive Impoliteness, Negative Impoliteness, Sarcasm or Mock Impoliteness, and Withhold Politeness. He also divides impoliteness into three types: Affective, Coercive, and Entertaining. Meanwhile, rudeness is defined as what a speaker said or did –or even not said and done– which offends a hearer and prevents him/her to feel comfortable or convenience with the speaker’s words or acts (Rondina and Workman, 2005:3). It is a kind of negative behaviour which is insensitive or disrespectful reflecting someone’s disregard towards others (Dubrin, 2011:87). In relation with Brown and Levinson (1987) Face Threatening Act (FTA), Beebe (1995) defines rudeness as “an FTA or features of FTA” breaking social interaction norms of the social context of it (in Culpeper, 2011:19). Culpeper (2005) considers impoliteness is done either intentionally or accidentally because impoliteness comes about when: (1) a speaker intentionally hold face-attack communication, or (2) a hearer assumes and/or considers a particular behaviour as “intended face-attacking”, or a combination of (1) and (2)” (in Bousfield and Locher, 2008:131). -
Bullying and Harassment of Doctors in the Workplace Report
Health Policy & Economic Research Unit Bullying and harassment of doctors in the workplace Report May 2006 improving health Health Policy & Economic Research Unit Contents List of tables and figures . 2 Executive summary . 3 Introduction. 5 Defining workplace bullying and harassment . 6 Types of bullying and harassment . 7 Incidence of workplace bullying and harassment . 9 Who are the bullies? . 12 Reporting bullying behaviour . 14 Impacts of workplace bullying and harassment . 16 Identifying good practice. 18 Areas for further attention . 20 Suggested ways forward. 21 Useful contacts . 22 References. 24 Bullying and harassment of doctors in the workplace 1 Health Policy & Economic Research Unit List of tables and figures Table 1 Reported experience of bullying, harassment or abuse by NHS medical and dental staff in the previous 12 months, 2005 Table 2 Respondents who have been a victim of bullying/intimidation or discrimination while at medical school or on placement Table 3 Course of action taken by SAS doctors in response to bullying behaviour experienced at work (n=168) Figure 1 Source of bullying behaviour according to SAS doctors, 2005 Figure 2 Whether NHS trust takes effective action if staff are bullied and harassed according to medical and dental staff, 2005 2 Bullying and harassment of doctors in the workplace Health Policy & Economic Research Unit Executive summary • Bullying and harassment in the workplace is not a new problem and has been recognised in all sectors of the workforce. It has been estimated that workplace bullying affects up to 50 per cent of the UK workforce at some time in their working lives and costs employers 80 million lost working days and up to £2 billion in lost revenue each year.