dignity & respect in the workplace preventing workplace bullying
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DIGNITY & RESPECT IN THE WORKPLACE
Preventing Workplace
Bullying
DIGNITY & RESPECT IN THE WORKPLACE
Outcomes Define bullying & its effects Outline responsibilities of employees &
managers Raise awareness of procedures to deal
with bullying Raise awareness of procedures to
prevent bullying
DIGNITY & RESPECT IN THE WORKPLACE
The Dignity and Respect Charter
requires the PSA to have and maintain a
positive behavioural culture.
is committed to a workplace that provides dignity and respect to its employees.
How does management support a respectful workplace?
– build & support teams.– ensure communication, feedback, supervision,
workload planning– being enthusiastic & positive– model cooperative & collaborative working
relationships,– acknowledge good work & value staff.– Resolve difference / conflicts quickly and face-to-
face if possible.
How do staff support a respectful workplace?
– Contribute constructively to a team environment
– Respect and co-operate with co-workers.
What does a respectful workplace look like?
Management who are supportive & approachable, & regularly meet with employees.
A culture of active support for training & professional development
Acknowledgement & recognition for good work by staff.
Constructive relationships between the organisation & Union representatives.
Defining Workplace Bullying
* WorkCover 2008 Preventing and dealing with workplace bullying – A Guide for Employers and Employees
Is behaviour that is usually repeated, that is inappropriate, unreasonable and possibly aggressive and that creates a risk of physical and/or psychological harm.
Single Incidents
A single incident of unreasonable behaviour may not be considered bullying.
It should not be condoned or ignored.
Defining Workplace Bullying
What constitutes bullying behaviour? Abuse - Verbal , physical, emotional Unfair use of workplace systems eg. rosters Workplace/social exclusion Practical jokes
Defining Workplace Bullying
What DOES NOT constitute bullying behaviour?
Occasional differences of opinion etc in working relationships
Reporting professional difficulties with other staff Reasonable managerial processes
Reasonable Managerial Action
Reasonable managerial action must be conducted in
line with established policies.
It must be fair & equitable.
Reasonable managerial action
Legitimate performance management processes
Action taken to transfer, make redundant or terminate an employee in a fair and equitable manner
Justified decisions not to promote
Disciplinary procedures for proven misconduct
Managed business process, such as workplace change or restructuring conducted in consultation with employees and their representatives
Effects of Bullying?
Individual Team Organisation Family/Community
Workplace Bullying IS a Problem for Individuals
Each individual will react differently to bullying behaviour. The effects are many and varied.
High levels of stress Anxiety, panic attacks and depression, insomnia Ill health, headaches, nausea Loss of self esteem and confidence, feelings of social
isolation Reduced work performance, incapacity to work Deteriorating relationships with family and friends Hostility, aggression Apathy, lethargy
Workplace Bullying IS a Problem for Teams
Can destroy team cohesion. Reduce productivity Affect team morale
Workplace Bullying IS a Problem for Organisations
High levels of absenteeism and staff turnover Breakdown of team and work relationships Poor public image if a “difficult place to work” Reduced efficiency, productivity and profitability Increased costs - counselling, mediation &
compensation claims & premiums, industrial activity, recruitment and re-training of new staff
Potential litigation
Procedures to Deal with Bullying
LegislationPolicies & GuidelinesReportingAddressing & InvestigatingResolution
Legislation“Employers can face legal action for bullying under a
wide range of laws; criminal, OHS, anti discrimination and
workers compensation as well as personal injury liability and
breach of contract.”
Source : Employer First website
NSW and Federal Legislation
Anti-discrimination legislation Federal Human Rights Equal Opportunities
Commission Act 1986 NSW Anti Discrimination Act 1977
Occupational Health & Safety Legislation NSW OH&S Act 2000 NSW OH&S Regulation 2001
NSW OH&S Act 2000
S.3 Objects Promote S&H work environment…. that is adapted to physiological & psychological needs
S. 8 (1) An employer must ensure the health, safety and welfare at work of all employees
Prosecution under OHS Act 2000
The NSW Chief Industrial Magistrate has ruled that employers should not tolerate bullying*.
They should:– consult with employees– implement an anti-bullying policy and procedures – train staff in working with policy and procedures– establish a complaints mechanism – continually monitor the effectiveness of these policies.
(*Inspector Maddaford v MA Coleman Joinery & Ors, 20085574/03/02, 5/5/04)
Policy & Guidelines
Policy Guidelines
Code of Conduct Complaints Handling Policy Prevention of Bullying in the Workplace Policy Hazard/Incident Reporting
Reporting Bullying Behaviour
Bullying behaviour may exist even if there are no
reported incidents
Reporting Bullying Behaviour
Encouraging reporting can assist the employer to:
develop an accurate picture of the nature and extent of bullying
take action to address the issues being reported assess whether prevention measures are working nip emerging issues “in the bud” provide prompt assistance and support to employees
Reporting Bullying Behaviour
How to report:
Informal Complaints Procedures Direct Approach Formal Complaints Procedures Hazard/Incident Reporting Procedures Workers Compensation Claim
Addressing & Investigating Bullying Behaviour
All allegations to be treated seriously & investigated promptly & fairly
Confidentiality must be maintainedThe alleged bully should be treated as
innocent unless the allegations are proved to be true
Principles of natural justiceDocumentation
Addressing & Investigating Bullying Behaviour
RTW plans for psychological injuries must be developed as for standard RTW plan including risk assessment of the workplace, provision of suitable or alternate duties
Union members have the right to have their Union assist them in these processes.
Resolution
Complaint resolution is a very important part of dealing with bullying in
the workplace.
Resolution
Need to have quick resolution to demonstrate to employees that bullying is taken seriously.
OutcomesApology Undertaking that the behaviour will cease Formal warning, counselling of the alleged person Awareness training Formal Complaint dismissed (i.e. not substantiated)
It is easier to prevent bullying than it is to intervene after an event or mediate during an established pattern of bullying.
Bullying Risk Management
Identify Hazards
High levels of absenteeism associated with particular workplaces
An increase in workplace grievances or complaints
High levels of staff turnover
Employees becoming withdrawn and isolated
Assess Risk
Organisational change - restructuresWorkforce characteristics - new
employees, apprentices, trainees, casuals or minority groups.
Workplace relationships – poor communication, lack of consultation
Work systems – lack of policies, staff shortages, poorly defined jobs
Control the Risks
• Consultation• Redesign jobs• Review resources• Mentor programs• Review staffing levels• Review workloads• Provide training esp. supervisors
Control the Risks
Consultation with health and safety representatives and the health and safety committee should precede all proposed
action to reduce the risk
of bullying.
Summary Everyone has a responsibility to ensure the workplace is a bully-free zone.
Employers have a responsibility to: Provide a safe workplace according to the relevant
legislation Provide policies and procedures outlining
processes for dealing with allegations of bullying and harassment
Employees have a responsibility to: Report hazards Participate in consultation and training Promote a culture of dignity and respect
DOES NOT TOLERATE BULLYING
in the workplace.
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