Workplace Bullying and Harassment
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Cross Disciplinary Issues in Workplace Bullying
Answering workplace bullying’s key questions 1 Answering Five Key Questions about Workplace Bullying: How Communication Scholarship Provides Thought Leadership for Transforming Abuse at Work Pamela Lutgen-Sandvik (Ph.D., Arizona State University) is an Associate Professor in the Department of Communication & Journalism at the University of New Mexico, USA. She researches destructive communication in organizations and the communicative processes associated with positive organizing. Email: [email protected] Telephone: 505-331-4724 Fax: 505-277-2068 Mailing: Department of Communication & Journalism University of New Mexico MSC03 2240; 1 University of New Mexico Albuquerque, NM 87131-0001 Sarah H. Tracy (Ph.D., University of Colorado, Boulder) is an Associate Professor and Director of The Project for Wellness and Work-Life in the Hugh Downs School of Human Communication at Arizona State University, USA. She studies emotion and work-life wellness. Email: [email protected] Telephone: 480-965-7709 FAX: 480-965-4291 Mailing: Hugh Downs School of Human Communication Arizona State University PO Box 871205 Tempe, AZ 87287-1205 Management Communication Quarterly Answering workplace bullying’s key questions 2 Abstract: Organizational communication research is vital for understanding and addressing workplace bullying, a problem that affects nearly half of working adults and has devastating results on employee well-being and organizational productivity. A communication approach illustrates the toxic complexity of workplace bullying, as it is condoned through societal discourses, sustained by receptive workplace cultures, and perpetuated through local interactions. Examining these (macro, meso, and micro) communicative elements addresses the most pressing questions about workplace bullying including: 1) how abuse manifests, 2) how employees respond, 3) why it is so harmful, 4) why resolution is so difficult, and 5) how it might be resolved. -
Nightmares, Demons and Slaves
Management Communication Quarterly Volume 20 Number 2 November 2006 1-38 Nightmares, Demons © 2006 Sage Publications 10.1177/0893318906291980 http://mcq.sagepub.com and Slaves hosted at Exploring the Painful Metaphors http://online.sagepub.com of Workplace Bullying Sarah J. Tracy Arizona State University, Tempe Pamela Lutgen-Sandvik University of New Mexico, Albuquerque Jess K. Alberts Arizona State University, Tempe Although considerable research has linked workplace bullying with psy- chosocial and physical costs, the stories and conceptualizations of mistreat- ment by those targeted are largely untold. This study uses metaphor analysis to articulate and explore the emotional pain of workplace bullying and, in doing so, helps to translate its devastation and encourage change. Based on qualitative data gathered from focus groups, narrative interviews and target drawings, the analysis describes how bullying can feel like a battle, water tor- ture, nightmare, or noxious substance. Abused workers frame bullies as nar- cissistic dictators, two-faced actors, and devil figures. Employees targeted with workplace bullying liken themselves to vulnerable children, slaves, pris- oners, animals, and heartbroken lovers. These metaphors highlight and delimit possibilities for agency and action. Furthermore, they may serve as diagnostic cues, providing shorthand necessary for early intervention. Keywords: workplace bullying; emotion; metaphor analysis; work feelings; harassment So many people have told me, “Oh, just let it go. Just let it go.” What’s inter- esting is people really don’t understand or comprehend the depths of the bully’s evilness until it’s done to them. Then they’re shocked. I had people Authors’ Note: We thank the College of Public Programs and the Office of the Vice President for Research and Economic Affairs at Arizona State University for a grant that helped fund this research. -
Root Causes of Low Employee Morale Study
Federal Election Commission Office of Inspector General Root Causes of Low Employee Morale Study July 2016 Assignment No. OIG-15-06 Root Cause(s) of Low Employee Morale July 2016 EXECUTIVE SUMMARY Job Performance Systems (JPS) was hired by the Office of Inspector General (OIG) to report on the root causes of the Federal Election Commission’s (FEC) low morale. This study was motivated by past Federal Employee Viewpoint Surveys (FEVS) that place the FEC low on the Partnership for Public Service’s ranking of The Best Places to Work in the Federal Government. In addition employees have complained to the OIG about low employee morale. METHODOLOGY Following a review of the FEVS results and internal agency documents, JPS interviewed 78 individuals, facilitated 4 focus groups, and analyzed a customized survey completed by 185 personnel. The key statistic we used in evaluating survey items was the percent of respondents (excluding those choosing Not Applicable) that selected either the Agree or Strongly Agree option. From all this data, JPS identified the major factors that were contributing to low morale. The statements made in this report are therefore based on an aggregation of data from what FEC staff communicated to JPS through interviews, focus groups, and a survey, as well as an analysis of FEVS data. FINDINGS The major causes of low morale can be grouped in five categories as shown in Figure 1. Figure 1 Causes of Low Morale at the FEC Job Performance Systems i Root Cause(s) of Low Employee Morale July 2016 Commissioners’ Statements and Actions Employees fault the Commissioners for much of the low morale at the Agency. -
Harassment and Victimisation Introduction
Harassment and victimisation Introduction Stockholm University is to be characterised by its excellent environment for work and study. All employees and students shall be treated equally and with respect. At Stockholm University we shall jointly safeguard our work and study environment. A good environment enables creative development and excellent outcomes for work and study. At Stockholm University, victimisation, harassment associated with discrimination on any grounds and sexual harassment are unacceptable and must not take place. Victimisation, harassment and sexual harassment all jeopardise the affected person's job satisfaction and chances of success in work or study. As soon as the university becomes aware that someone has been affected, action will be taken immediately. In this brochure, Stockholm University explains • the forms that victimisation, harassment and sexual harassment may take, • what you can do if you or someone else becomes subjected to such behaviour, • the university's responsibilities, • the sanctions faced by those subjecting a person to victimisation, harassment or sexual harassment. Astrid Söderbergh Widding Vice-Chancellor Production: Human Resources Office, Student Services, Council for Equal Opportunities and Equality, and Matador kommunikation. Illustrations: Jan Ed. Printing: Ark-Tryckaren, 2015. 3 What is victimisation? All organisations experience occasional differences of opinion, conflicts and difficulties in working together. However, these occasional conflicts are not considered victimisation or bullying. Victimisation is defined as recurrent reprehensible or negative actions directed against individuals and that may lead to the person experiencing it being marginalised. Examples include deliberate insults, demeaning treatment, ostracism, withholding of information, persecution or threats. Victimisation brings with it the risk that individuals as well as entire groups will be adversely affected, in both the short and long terms. -
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. -
Rehabilitating a Federal Supervisor's Reputation Through a Claim
Title VII and EEOC case law have created an almost blanket protection for defamatory statements made in the form of allegations of harassment or discrimination in the federal workplace. In this environment, federal supervisors would do well to exercise caution before resorting to the intui- tive remedy of a defamation claim. Although there are some situations where an employee may engage in action so egregious that a claim of defamation is a good option, one cannot escape the fact that supervisory employment in the federal workplace comes with an increased risk of defamatory accusations for which there is no legal remedy. BY DANIEL WATSON 66 • THE FEDERAL LAWYER • OCTOBER/NOVEMBER 2014 Rehabilitating a Federal Supervisor’s Reputation Through a Claim of Defamation ohn Doe is a supervisor for a federal and demeaning insults he was alleged to have yelled at Jane agency. As he was leaving the office one Doe, and sex discrimination for his refusal to publish her work. Outraged at the false accusation, John immediately called Jnight, a female subordinate, Jane Doe, Jane into his office and asked her how she could have lied. Did stopped and asked why her work product she not know it was illegal to lie about that type of behavior? Jane responded by accusing John of retaliation. A week after had not received approval for publication. the incident, while speaking to a coworker, John Doe discov- He attempted to explain that he had already ered that the coworker had overheard the entire conversation documented his critique via e-mail and that between John and Jane and would swear to the fact that Jane was lying about what was said. -
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. -
Workplace Bullying Legislation That Would Allow Workers to Sue for Harassment Without Requiring a Showing of Discrimination
Workplace-Bullying Laws on the Horizon? By Roy Maurer Since 2003, 25 states have introduced workplace bullying legislation that would allow workers to sue for harassment without requiring a showing of discrimination. Critics contend that these laws would encourage frivolous lawsuits. Could they protect workers from bullying while not opening up employers to scores of meritless claims or imposing a civility code on the workplace? “In fact, workplace bullying may lead to the boldest proposed change in U.S. employment law since the passage of Title VII of the Civil Rights Act,” said Lori Armstrong Halber, a partner in the Philadelphia office of Fisher & Phillips. “We all agree with the concept that there shouldn’t be jerks in the workplace, but the issue is whether we can legislate that,” said Rick Grimaldi, a partner in the Philadelphia and Washington, D.C., offices of Fisher & Phillips. “The whole concept is difficult to get your head around when you think about how expansive this could be. Every disgruntled employee becomes a potential plaintiff.” Presently, bullying by itself does not violate Title VII or any other anti-discrimination law. Employees can sue companies for creating a “hostile work environment,” which can include bullying as harassment, but the harassment usually is tied to a protected category, such as race, sex, religion or national origin. Anti-bullying advocates are pushing legislation to protect workers who are not in a protected class. Other countries—England, Sweden, Australia—already have such laws. But how do you define bullying? asked Armstrong Halber. “In an effort to avoid litigation, employers would be mediating all sorts of employee interactions. -
The Influence of Negative Workplace Gossip on Knowledge Sharing
sustainability Article The Influence of Negative Workplace Gossip on Knowledge Sharing: Insight from the Cognitive Dissonance Perspective Xiaolei Zou, Xiaoxi Chen * , Fengling Chen, Chuxin Luo and Hongyan Liu * School of Management, Jinan University, Guangzhou 510632, China; [email protected] (X.Z.); [email protected] (F.C.); [email protected] (C.L.) * Correspondence: [email protected] (X.C.); [email protected] (H.L.) Received: 4 March 2020; Accepted: 15 April 2020; Published: 17 April 2020 Abstract: Increasing attention is drawn to the effect of workplace gossip on the organization. Negative workplace gossip is a negative evaluation of others behind their back in the workplace. Based on the cognitive dissonance theory, the study explored the relationship between negative workplace gossip and knowledge sharing, through the mediation of organizational trust and the moderation of self-efficacy. The regression results of a two-stage questionnaire survey on 173 Chinese employees suggested that negative workplace gossip negatively influenced employees’ knowledge sharing through organizational trust. Additionally, findings also showed that self-efficacy moderated the mediation of organizational trust in the relationship between negative workplace gossip and knowledge sharing. This research provided a new theoretical perspective on the impact of workplace gossip, which has management implications for informal communication and team-building. Keywords: workplace gossip; knowledge sharing; organizational trust; self-efficacy 1. Introduction Workplace gossip is defined as informal conversation or evaluation (i.e., positive or negative) about a member beyond the person’s hearing [1], typically involving unproven details. Just as a famous proverb says, ‘Good news never goes beyond the gate, while bad news spreads far and wide’, gossip spreads rapidly and influences broadly. -
Introduction to Mobbing in the Workplace and an Overview of Adult Bullying
1: Introduction to Mobbing in the Workplace and an Overview of Adult Bullying Workplace Bullying Clinical and Organizational Perspectives In the early 1980s, German industrial psychologist Heinz Leymann began work in Sweden, conducting studies of workers who had experienced violence on the job. Leymann’s research originally consisted of longitudinal studies of subway drivers who had accidentally run over people with their trains and of banking employees who had been robbed on the job. In the course of his research, Leymann discovered a surprising syndrome in a group that had the most severe symptoms of acute stress disorder (ASD), workers whose colleagues had ganged up on them in the workplace (Gravois, 2006). Investigating this further, Leymann studied workers in one of the major Swedish iron and steel plants. From this early work, Leymann used the term “mobbing” to refer to emotional abuse at work by one or more others. Earlier theorists such as Austrian ethnologist Konrad Lorenz and Swedish physician Peter-Paul Heinemann used the term before Leymann, but Leymann received the most recognition for it. Lorenz used “mobbing” to describe animal group behavior, such as attacks by a group of smaller animals on a single larger animal (Lorenz, 1991, in Zapf & Leymann, 1996). Heinemann borrowed this term and used it to describe the destructive behavior of children, often in a group, against a single child. This text uses the terms “mobbing” and “bullying” interchangeably; however, mobbing more often refers to bullying by more than one person and can be more subtle. Bullying more often focuses on the actions of a single person. -
Defamation in the Era of #Metoo
Defamation in the Era of #MeToo: An Introduction to Defamation Claims Related to Sexual Harassment Why are we here? Just to name a few… What Does Sexual Harassment Have To Do With Defamation? • There is an increasing trend in the filing of defamation lawsuits pertaining to allegations of sexual misconduct. - Ratner v. Kohler (D. Haw.) - Elliott v. Donegan (E.D.N.Y) - Unsworth v. Musk (C.D. Cal.) - McKee v. Cosby (1st Circuit) - Zervos v. Trump (N.Y. Sup. Ct.) - Stormy Daniels v. Trump (C.D. Cal.) • The changing political climate toward the freedom of the press has also given rise to recent defamation lawsuits. • Palin v. New York Times (S.D.N.Y) What is Defamation? A publication of or concerning a third party that … . Contains a false statement of fact, . Carries a defamatory meaning, and . Is made with some level of fault. Types of Defamation Libel v. Slander “Libel and slander are both methods of defamation; the former being expressed by print, writing, pictures or signs; the latter by oral expressions or transitory gestures.” Libel Per Se • The four established “per se” categories are statements • Charging a plaintiff with a serious crime; • That tend to injure another in his or her trade, business or profession; • That a plaintiff has a loathsome disease; or • Imputing unchastity to a woman What is a “Publication”? Classic publications: . Books . News articles . Opinion columns . Advertisements & billboards . Oral communications What is a “Publication”? But how about … . Blogs? . Tweets? . Facebook posts? . Instagram pictures? . Online comments? What is “Of” or “Concerning”? • The statement is “of and concerning” the plaintiff when it “designates the plaintiff in such a way as to let those who knew [the plaintiff] understand that [he] was the person meant. -
Workplace Whistleblower Perspectives on Whistleblower Situations That Employers Frequently Face
Workplace Whistleblower Perspectives on whistleblower situations that employers frequently face Railroad Ordered to Pay $225,000 in Whistleblower Action Where Employee Allegedly Lied About Prior Injuries By Ada W. Dolph and Craig B. Simonsen A railroad’s decision to terminate an apprentice electrician whose OSHA injury report revealed he had not been truthful in his employment record about other prior workplace injuries was unlawful retaliation under the whistleblower provision of the Federal Railroad Safety Act, 49 U.S.C. § 20109 (FRSA), OSHA has ordered. The railroad was ordered to pay $50,000 in compensatory damages, $150,000 in punitive damages, more than $22,000 in back wages and interest, and reasonable attorney’s fees. After the employee was seriously injured at work, the injury was reported to OSHA and included information regarding prior unrelated workplace injuries. The company investigated the injury, reviewed the information reported to OSHA, and concluded that the employee had been dishonest with the company about his prior workplace injury record. As a result, the company terminated the employee’s employment. The employee filed a whistleblower complaint under FRSA asserting that his employment had been terminated in retaliation for reporting workplace injuries. OSHA agreed, leveling this significant damages award against the company. This decision demonstrates how broadly OSHA will interpret employee whistleblower protections. Employers should tread lightly when taking disciplinary action that is the fruit of any aspect of employee activity that is permitted under the whistleblower provisions of FRSA or any of the 21 other statutes that OSHA is charged with enforcing. Ada W. Dolph is a partner and Craig B.