An Upstanding Approach to Address Bullying in Nursing
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How to Recognize Workplace Bullying and Harassment
How to recognize Workplace bullying and harassment The Workers Compensation Act explains the rights and responsibilities of employers and workers as they relate to workplace health and safety. These obligations include preventing and addressing workplace bullying and harassment, as outlined in WorkSafeBC’s Occupational Health and Safety (OHS) policies D3-115-2, D3-116-1, D3-117-2. Under these OHS policies, employers must train supervisors and workers to recognize the potential for bullying and harassment in the workplace. Examples of bullying and harassment Definition Not all inappropriate, offensive, or disrespectful WorkSafeBC’s OHS policies use the conduct is bullying and harassment. The phrase “bullying and harassment” as a behaviour must be humiliating or intimidating single term, which: to be considered bullying and harassment. The (a) includes any inappropriate conduct following are some examples of behaviour or or comment by a person towards comments that might suggest bullying and a worker that the person knew or harassment is taking place: reasonably ought to have known • verbal aggression or insults; calling someone would cause that worker to be derogatory names humiliated or intimidated, but • vandalizing personal belongings (b) excludes any reasonable action taken • sabotaging someone’s work by an employer or supervisor relating to the management and direction of • spreading malicious gossip or rumours workers or the place of employment. • engaging in harmful or offensive initiation practices Intent does not determine whether the behaviour • physical or verbal threats (this could also is bullying and harassment. A person cannot constitute “violence” or “improper activity or excuse their behaviour by saying he or she did behaviour” under the Occupational Health and not intend it to be humiliating or intimidating. -
Coronavirus-Related Whistleblower Claims: What Employers Need to Know
Coronavirus-Related Whistleblower Claims: What Employers Need to Know May 6, 2020 Presenters Steven J. Pearlman Lloyd B. Chinn Harris M. Mufson Pinchos (Pinny) Goldberg Partner (Chicago) Partner (New York) Partner (New York) Associate (New York) T: +1.312.962.3545 T:+1.212.969.3341 T: +1.212.969.3794 T: +1.212.969.3074 [email protected] [email protected] [email protected] [email protected] 2 Coronavirus-Related Whistleblower Claims May 6, 2020 COVID-19 Wrongful Death Suit: Evans v. Walmart • First known COVID-19 wrongful death suit - filed in Illinois • Decedent contracted COVID-19 while working at a Walmart store ‒ Another employee who worked at the store died of COVID-19 shortly after the decedent • Complaint alleges: ‒ Walmart failed to implement safety measures recommended by CDC/OSHA ‒ Management did not clean and sterilize the store, provide employees with PPE, or implement social distancing ‒ Walmart did not bar employees with symptoms of COVID-19 ‒ Walmart did not warn employees that other workers had COVID-19 3 Coronavirus-Related Whistleblower Claims May 6, 2020 Whistleblower/Retaliation Claims on the Rise • Reports of employees alleging retaliation for reporting lack of safety measures and personal protective equipment (“PPE”) ‒ Health care workers ‒ Warehouse employees • 1,000+ OSHA complaints regarding lack of COVID-19 protections • OSHA Press Release “reminding employers that it is illegal to retaliate against workers because they report unsafe and unhealthful working conditions during the coronavirus” -
Whistleblower Protection Act
WHISTLEBLOWER PROTECTION ACT U.S. ELECTION ASSISTANCE COMMISSION OFFICE OF INSPECTOR GENERAL ProtectedProtected WhistleWhistle BlowingBlowing • An employee, former employee, or applicants for employment • Makes a disclosure which he/she reasonably believes evidences: – A violation of a law, rule, or regulation – Gross mismanagement – Gross waste of funds – Abuse of authority – Substantial and specific danger to public health or safety • To a supervisor, high ranking agency official or the Inspector General – Fraud, waste, abuse and mismanagement must be reported to the Inspector General Reprisal/RetaliationReprisal/Retaliation • Whistleblower Protection Act also prohibits acts of reprisal or retaliation for making a protected disclosure (see previous slide) • Reprisal or retaliation can include but are not limited to imposing or unreasonably refusing the following: – Adverse action or disciplinary action – Detail or reassignment – Appointment – Promotion – Decisions concerning pay, benefits or awards – Performance evaluations (positive or negative) • Act of retaliation should be reported to the OIG and/or EAC management – OIG can protect employees against retaliation and reprisal ProtectedProtected DisclosuresDisclosures • Violation of any law, • Gross mismanagement rule or regulation – More that a difference of – Need not involve a specific opinion type of waste, fraud or – Not simple negligence or abuse wrongdoing – Can include violations of – Management action or agency policy or procedure inaction that creates a – Must be a substantive -
Workplace Incivility: What Do Targets Say About It?
Workplace Incivility: What Do Targets Say About It? Priyanka V. Doshy Texas A&M University Jia Wang Texas A&M University Every year millions of people fall prey to workplace incivility. Although current literature attempts to discuss the nature of workplace incivility, its impact, outcomes, and solutions, researchers stated that further work is required to understand this complex phenomenon. Thus, the purpose of this paper was to understand how workplace incivility is manifested in organizations and ways in which targets cope with uncivil behaviors. Findings suggest that power dynamics, perpetrators intentions and personality, and lack of organizational policies play a huge role in inhibiting workplace incivility that result in targets facing detrimental consequences. Implications for research and practice are provided. INTRODUCTION Workplace incivility is steadily rising with the changing nature of work in the new millennium (Estes & Wang, 2008; Roscigno, Hudson, & Lopez, 2009). Every year millions of people fall prey to workplace incivility. Pearson and Porath (2009) reported that about one-fourth of the workers they polled in 1998 received rude treatment once or more in a week. By 2005 that number had risen to nearly half; about 95 percent reported experiencing incivility from their coworkers (Pearson & Porath, 2009). It is terrifying yet a reality that incivility prevails in all types of organizations, ranging from Fortune 500 companies, medical firms, government agencies, to national sports organizations, academia, and many other for-profit and non-profit organizations (Person & Porath, 2005). Researchers have conceptualized workplace incivility in various ways with an attempt to capture the complexity and intensity of the phenomenon. For instance, Rau-Foster (2004) described workplace incivility as “subtle rude or disrespectful behavior that demonstrates lack of regard for others” (p. -
Is It Harassment? Workplace Gossip Is No Joking Matter
425-454-4233 sebrisbusto.com Employment Law Note March 2019 Is it Harassment? Workplace Gossip Is No Joking Matter By Jillian Barron, [email protected] locked her out, then discussed the rumor during the Few workplaces are entirely free from gossip meeting. When Parker sought to discuss the rumor with and rumors. Employers typically consider such Moppins, he blamed her for bringing the situation to the chatter an annoying but inevitable part of workplace. He said he had had “great things” planned for social interactions among their employees, something to her, but he could no longer recommend her for promotions be ignored if possible. Supervisors sometimes join in the or higher-level tasks and would not allow her to advance discussions of other employees’ personal lives. They may further because of the rumor. In a later meeting he told even pass on rumors themselves. As a recent federal Parker he should have terminated her when she began appeals court case demonstrates, however, gossip can “huffing and puffing about this BS rumor,” and he began perpetuate discriminatory stereotypes and, if left screaming at her. The rumor continued to spread, resulting unchecked, lead to an unlawful hostile work environment. in Parker being treated with resentment and disrespect by The problem is compounded when supervisors accept or other employees. contribute to a rumor instead of putting a halt to it. Parker filed a sexual harassment complaint against Moppins and Jennings with Human Resources (“HR”). The Case: Parker v. Reema Consulting Jennings then submitted his own complaint with HR, Services (4th Cir. 2019) alleging Parker was creating a hostile work environment for him. -
Gossip, Exclusion, Competition, and Spite: a Look Below the Glass Ceiling at Female-To-Female Communication Habits in the Workplace
University of Tennessee, Knoxville TRACE: Tennessee Research and Creative Exchange Masters Theses Graduate School 5-2013 Gossip, Exclusion, Competition, and Spite: A Look Below the Glass Ceiling at Female-to-Female Communication Habits in the Workplace Katelyn Elizabeth Brownlee [email protected] Follow this and additional works at: https://trace.tennessee.edu/utk_gradthes Part of the Organizational Communication Commons Recommended Citation Brownlee, Katelyn Elizabeth, "Gossip, Exclusion, Competition, and Spite: A Look Below the Glass Ceiling at Female-to-Female Communication Habits in the Workplace. " Master's Thesis, University of Tennessee, 2013. https://trace.tennessee.edu/utk_gradthes/1597 This Thesis is brought to you for free and open access by the Graduate School at TRACE: Tennessee Research and Creative Exchange. It has been accepted for inclusion in Masters Theses by an authorized administrator of TRACE: Tennessee Research and Creative Exchange. For more information, please contact [email protected]. To the Graduate Council: I am submitting herewith a thesis written by Katelyn Elizabeth Brownlee entitled "Gossip, Exclusion, Competition, and Spite: A Look Below the Glass Ceiling at Female-to-Female Communication Habits in the Workplace." I have examined the final electronic copy of this thesis for form and content and recommend that it be accepted in partial fulfillment of the requirements for the degree of Master of Science, with a major in Communication and Information. Michelle Violanti, Major Professor We have read this thesis -
Employees' Reactions to Their Own Gossip About Highly
BITING THE HAND THAT FEEDS YOU: EMPLOYEES’ REACTIONS TO THEIR OWN GOSSIP ABOUT HIGHLY (UN)SUPPORTIVE SUPERVISORS By JULENA MARIE BONNER Bachelor of Arts in Business Management and Leadership Southern Virginia University Buena Vista, VA 2007 Master of Business Administration Oklahoma State University Stillwater, Oklahoma 2012 Submitted to the Faculty of the Graduate College of the Oklahoma State University in partial fulfillment of the requirements for the Degree of DOCTOR OF PHILOSOPHY July, 2016 BITING THE HAND THAT FEEDS YOU: EMPLOYEES’ REACTIONS TO THEIR OWN GOSSIP ABOUT HIGHLY (UN)SUPPORTIVE SUPERVISORS Dissertation Approved: Dr. Rebecca L. Greenbaum Dissertation Adviser Dr. Debra L. Nelson Dr. Cynthia S. Wang Dr. Isaac J. Washburn ii ACKNOWLEDGEMENTS The road to completing this degree and dissertation has been a long, bumpy one, with plenty of ups and downs. I wish to express my gratitude to those who have helped me along the way. Those who provided me with words of encouragement and support, those who talked me down from the ledge when the bumps seemed too daunting, and those who helped smooth the path by taking time to teach and guide me. I will forever be grateful for my family, friends, and the OSU faculty and doctoral students who provided me with endless amounts of support and guidance. I would like to especially acknowledge my dissertation chair, Rebecca Greenbaum, who has been a wonderful mentor and friend. I look up to her in so many ways, and am grateful for the time she has taken to help me grow and develop. I want to thank her for her patience, expertise, guidance, support, feedback, and encouragement over the years. -
Incivility, Bullying, and Workplace Violence
AMERICAN NURSES ASSOCIATION POSITION STATEMENT ON INCIVILITY, BULLYING, AND WORKPLACE VIOLENCE Effective Date: July 22, 2015 Status: New Position Statement Written By: Professional Issues Panel on Incivility, Bullying and Workplace Violence Adopted By: ANA Board of Directors I. PURPOSE This statement articulates the American Nurses Association (ANA) position with regard to individual and shared roles and responsibilities of registered nurses (RNs) and employers to create and sustain a culture of respect, which is free of incivility, bullying, and workplace violence. RNs and employers across the health care continuum, including academia, have an ethical, moral, and legal responsibility to create a healthy and safe work environment for RNs and all members of the health care team, health care consumers, families, and communities. II. STATEMENT OF ANA POSITION ANA’s Code of Ethics for Nurses with Interpretive Statements states that nurses are required to “create an ethical environment and culture of civility and kindness, treating colleagues, coworkers, employees, students, and others with dignity and respect” (ANA, 2015a, p. 4). Similarly, nurses must be afforded the same level of respect and dignity as others. Thus, the nursing profession will no longer tolerate violence of any kind from any source. All RNs and employers in all settings, including practice, academia, and research, must collaborate to create a culture of respect that is free of incivility, bullying, and workplace violence. Evidence-based best practices must be implemented to prevent and mitigate incivility, bullying, and workplace violence; to promote the health, safety, and wellness of RNs; and to ensure optimal outcomes across the health care continuum. -
Region Ix Whistleblower Protection Program Complaints Were Not Complete Or Timely
REPORT TO THE OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION REGION IX WHISTLEBLOWER PROTECTION PROGRAM COMPLAINTS WERE NOT COMPLETE OR TIMELY DATE ISSUED: NOVEMBER 23, 2020 REPORT NUMBER: 02-21-001-10-105 To answer all of these questions, we: 1) tested U.S. Department of Labor a sample of whistleblower complaints from Office of Inspector General October 1, 2010, through September 30, 2018; Audit 2) conducted interviews in Region IX to determine if OSHA provided investigators with appropriate operational resources; and 3) reviewed 15 WPP cases and 77 allegations provided by the Whistleblower. BRIEFLY… We also followed up on recommendations from prior audits to determine if OSHA had successfully implemented corrective actions. REGION IX WHISTLEBLOWER PROTECTION PROGRAM COMPLAINTS WERE NOT COMPLETE OR TIMELY WHAT OIG FOUND We found no evidence of misconduct, nor November 23, 2020 evidence of any other issue that would rise to the level of “violations of law, rule, or regulation WHY OIG CONDUCTED THE AUDIT and gross mismanagement.” However, we did On July 6, 2018, then Secretary of Labor find problems with the completeness and Alexander Acosta received a referral from the timeliness of investigations into whistleblower U.S. Office of Special Counsel (OSC) that complaints, as 96 percent of those sampled did described allegations against the Occupational not meet all essential elements and 88 percent Safety and Health Administration’s (OSHA) of cases exceeded statutory timeframes for Whistleblower Protection Program (WPP). investigations by an average of 634 days. WPP investigates complaints of employer These results were worse than the results we retaliation when employees report violations of reported in 2010 and 2015 audits, and could be law by their employers. -
Strawbery Banke Museum Employee Handbook
Strawbery Banke Museum EMPLOYEE HANDBOOK Updated: June 4, 2021 TABLE of CONTENTS CORE POLICIES Error! Bookmark not defined. 1.0 WELCOME 4 1.1 A Welcome Policy 4 1.2 At-Will Employment 4 2.0 INTRODUCTORY LANGUAGE AND POLICIES 5 2.1 About the Organization 5 2.2 Organization Facilities 5 2.3 Ethics Code 5 2.4 Strategic Framework, Mission, and Vision Statements 6 2.5 Categories of Employment 6 2.6 Revisions to Handbook 7 3.0 HIRING AND ORIENTATION POLICIES 7 3.1 Equal Employment Opportunity (EEO) Statement and Anti-Harassment Policy 7 3.2 Conflicts of Interest 9 3.3 Employment of Relatives and Friends 11 3.4 Job Descriptions 11 3.5 Training Program 11 3.6 Employment Authorization Verification 11 3.7 Disability Accommodation 12 3.8 Religious Accommodation 12 4.0 WAGE AND HOUR POLICIES 12 4.1 Attendance Policy 12 4.2 Job Abandonment 13 4.3 Business Expenses Policy 13 4.4 Travel Expenses 13 4.5 Introduction to Wage and Hour Policies 15 4.6 Pay Period 15 4.7 Recording Time 15 4.8 Overtime 16 4.9 Required Annual Special Events Policy for Year-Round Employees 17 4.10 Travel Time Pay 18 4.11 Meal and Rest Periods Policy 19 4.12 Accommodations for Nursing Parents 19 4.13 Paycheck Deductions 20 4.14 Direct Deposit 20 4.15 On Call 20 4.16 Use of Employer Credit Cards 20 4.17 Wage Disclosure Protection 21 5.0 PERFORMANCE, DISCIPLINE, LAYOFF, AND TERMINATION 21 5.1 Standards of Conduct 21 5.2 Open Door / Conflict Resolution Policy 22 5.3 Pay Raises 22 5.4 Performance Evaluation and Improvement Plans 22 5.5 Disciplinary Process 23 5.6 Criminal Activity -
A Researcher Speaks to Ombudsmen About Workplace Bullying LORALE IGH KEASHLY
Journal of the International Ombudsman Association Keashly Some Things You Need to Know but may have been Afraid to Ask: A Researcher Speaks to Ombudsmen about Workplace Bullying LORALE IGH KEASHLY ABSTRACT In the early 1990’s, I became interested in understand- ing persistent and enduring hostility at work. That Workplace bullying is repeated and prolonged hostile interest was spurred by a colleague’s experience at mistreatment of one or more people at work. It has the hands of her director. He yelled and screamed tremendous potential to escalate, drawing in others at her (and others), accusing her of not completing beyond the initial actor-target relationship. Its effects assignments, which she actually had. He lied about can be devastating and widespread individually, her and other subordinates. He would deliberately organizationally and beyond. It is fundamentally a avoid when staff needed his input and then berate systemic phenomenon grounded in the organization’s them for not consulting with him. At other times, he culture. In this article, I identify from my perspective was thoughtful, apologetic, and even constructive. My as a researcher and professional in this area current colleague felt like she was walking on eggshells, never thinking and research findings that may be useful for sure how he would be. Her coworkers had similar ombudsmen in their deliberations and investigations experiences and the group developed ways of coping as well as in their intervention and management of and handling it. For example, his secretary would these hostile behaviors and relationships. warn staff when it was not a good idea to speak with him. -
Anti-Slavery and Human Trafficking Policy
Anti-Slavery and Human Trafficking Policy Effective Date: February 15, 2018 Last Revision: August 22, 2020 Owner: Chief Security Officer Approved By: Ivanti Security Council and Executive Leadership Internal Use Only Page 1 of 5 Anti-Slavery and Human Trafficking Policy Anti-Slavery and Human Trafficking Policy Effective Date: February 15, 2018 Last Revision: August 22, 2020 Owner: Chief Security Officer Approved By: Ivanti Security Council and Executive Leadership Applicable Country: Global 1.0 Overview and Purpose Ivanti is committed to high standards of corporate governance, and a key element of this is managing the business in a socially responsible way. Ivanti aims to employ the highest ethical and professional standards as we comply with local laws and regulations applicable to our business. As such, Ivanti is committed to preventing slavery and human trafficking in its corporate activities and its supply chains. This commitment to ethical and professional behavior is enforced and emphasized in our company policies and training programs. Ivanti expects the third-parties, parties such as suppliers and customers, to behave in a similar manner. This Policy is not intended to impose unnecessary restrictions that are contrary to Ivanti’s established culture of openness, trust, and integrity. Ivanti and its senior management are committed to protecting Ivanti's employees, partners, and the company from illegal or damaging actions, that happen either knowingly or unknowingly. They are also committed to protecting Ivanti’s information technology resources, brand, intellectual property, personal information, and customer data from misuse or compromise. Ivanti is committed to following all applicable laws and regulations. This Policy helps ensure the security of Ivanti’s Information Systems, including information that Ivanti may gather and store, such that it meets or exceeds industry standards.