workplace bullying in japan

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WORKPLACE BULLYING IN JAPAN Japan Institute for Labour Policy and Training (JILPT) Department of Industrial Relations Researcher (Labour Law) Shino Naito ([email protected]) 2013 JILPT Seminar on Workplace Bullying and Harassment Tokyo, 27-28 February 2013

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2013 JILPT Seminar on Workplace Bullying and Harassment Tokyo, 27-28 February 2013. Workplace Bullying in Japan. Japan Institute for Labour Policy and Training (JILPT) Department of Industrial Relations Researcher (Labour Law) Shino Naito ([email protected]). Contents. - PowerPoint PPT Presentation

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Page 1: Workplace  Bullying in  Japan

WORKPLACE BULLYINGIN JAPAN

Japan Institute for Labour Policy and Training (JILPT)Department of Industrial Relations

Researcher (Labour Law)Shino Naito ([email protected])

2013 JILPT Seminar on Workplace Bullying and HarassmentTokyo, 27-28 February 2013

Page 2: Workplace  Bullying in  Japan

CONTENTS1. Current situation with regard to

workplace bullying  - Trend of increase-decrease etc.  - Prevalence etc.  - Consequences2. Background and reasons for the

occurrence of workplace bullying3. National policies against workplace

bullying4. Intervention and prevention on the

part of companies and trade unions5. Critique and conclusion

2

Page 3: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYINGINCREASE OF COUNSELING OF BULLYING IN LABOUR BUREAUX

3FY2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Others

Bullying

Resignation

Other working conditions

Employer’s suggestion to resign

Lowering working conditions

dismissal

Page 4: Workplace  Bullying in  Japan

4

1. Current situation with regard to workplace bullyingBullying acts reported in conciliation cases dealt with by Labour Bureaux

●Suddenly hitting with cardboard/shouting●A superior pulled a necktie, hit, kicked and threw things at a subordinate●Making an employee work in a room with a temperature around 0ºC

Things causing physical pain (violence, injury, etc.)

●Words like “You are stupid, idiot, trash, and do not deserve to be treated as a human being” were said in front of a client. ●Abusive words from the company’s president “You should always say ‘yes’ no matter what, you stupid bitch.”● Intervention in personal life●A case where a superior held a meeting to accuse a subordinate●Alleged theft of things in the refrigerator in the locker room●Being excluded from work, and told to quit every day●Being called “grandma” and yelled at every time giving instructions ●Colleague touches hands and hair, makes unpleasant statements

Bullies causing mental pain (verbal abuse, abusive language, derogatory remarks, invasion of

privacy, ignoring, etc.)

●Rejected from participation in employee trip●Not given circulated memos, not invited to summer drinking and yearend party●When refused transfer to China, was not given work, isolated into small room

Things causing social pain(Not give work, etc.)

Page 5: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYING COMPENSATION FOR WORKERS WITH MENTAL INJURIES

5

FY2009 FY2010 FY2011

Number of applications for compensation for worker with mental injuries

1136 1181 1272

Number of cases with compensation decision

234 308 325

Received (horrible) harassment, bullying or assault

16 (of which 1 was suicide)

39 (of which 5 were suicide)

40 (of which 3 were suicide)

Trouble with superior

9 (of which 1 was a suicide

case)

17 (of which 2 were suicide)

16 (of which 4 were suicide)

Trouble with colleague

0 0 2 (of which none were

suicide)

Trouble with subordinate

0 1 (of which 1 was

suicide)

2 (of which 1 was a

suicide)

Source: “Status of workers’ compensation paid for brain and heart disorders and mental disorder” FY2009-2011, MLHW

Page 6: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYING PREVALENCE - 1

6

Experiences of Workplace Bullying- 25.3% experienced in past 3 years (MHLW, 2012)- 21.9% in past 3 years (Jichiro, 2010)

by gender- 26.5% of males and 23.9% of females (MHLW, 2012)- 19.8% of males and 24.5% of females (Jichiro, 2010)- 45.0% of male applicants and 54.6% of female

applicants in bullying conciliation cases (JILPT, 2010)- 39.8% of male applicants and 59.9% of female

applicants in bullying conciliation cases (JILPT, 2013)

Page 7: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYING PREVALENCE - 2

7

by age- high in 30-39 and 40-49 age groups

(MHLW, 2012; Jichiro, 2010; JILPT, 2010 and 2013)

  Number of workplace

bullying casesPercentage If exclude unclear

10-19 1 0.4 0.720-29 16 5.7 11.230-39 41 14.4 28.740-49 47 16.5 32.950-59 19 6.7 13.360 & older 19 6.7 13.3Unclear 141 49.6  Total 284 100 100

Data: JILPT survey which analysed the contents of 284 bullying conciliation cases handled by six Labour Bureaus in FY2011

Page 8: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYING PREVALENCE - 3

8

by forms of employment- Higher in permanent workers than non-permanent

workers (MHLW, 2012)- But, high in agency workers (Jichiro, 2010; JILPT, 2010)

by occupationHigh in nursing, childcare, medical care and welfare jobs (Jichiro, 2010)

by industryHigh in medical and welfare and manufacturing industry (JILPT, 2013)

Page 9: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYING ORGANISATIONAL STATUS OF BULLIES AND VICTIMS

9

Status of victims Managerial 31.1% and non-managerial 24.8% (MHLW, 2012)

Status of bulliesSupervisors 77.7%, seniors 15.7%, permanent workers (to non-permanent workers) 10.6%, colleagues among permanent workers 4.5%, colleagues among non-permanent workers 2.4% (multiple answers)(MHLW, 2012)

Page 10: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYING CATEGORIES OF BULLYING

10

Intimidation, defamation, insult, or slander (mental abuse)

Forcing the employee to perform certain tasks which are clearly unnecessary for the business of the company, impossible to be performed, or interfere or interrupt with their normal duties (“excessive work demands”)

Isolation, ostracization, or neglect (cutting off from human relationships)

Excessively inquiring into the private affairs of the employee (invasion of privacy)

Ordering an employee to perform menial tasks that are unreasonable in relation to the company’s business or tasks, which are far below the employee’s ability or experience. Also includes not providing any work at all for the employee. (“insufficient work demands”)

Assault (physical abuse)

others

(MHLW, 2012)

((%)

Page 11: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYING CONSEQUENCES - 1

11

Mental health- risk of psychological stress reaction was 4 to 5 times higher

and of onset of PTSD symptoms was 8 times higher in workplace bullying victims, compared to those who were not exposed to bullying (Tsuno et al., 2010)

- number of days of sick leave suggest that the more times a victim is bullied, the greater the ill effects on mental health and spiritual quality of life (Hyogo Institute for Traumatic Stress, 2011a)

Page 12: Workplace  Bullying in  Japan

1. CURRENT SITUATION WITH REGARD TO WORKPLACE BULLYING CONSEQUENCES - 2

12

Work performance- mild correlation between time management, power of

concentration, social functions and productivity, and the more the exposure, the lower was the performance in these three work aspects (Hyogo Institute for Traumatic Stress, 2011a)

- work performance of the victims was much lower than those who were not exposed to workplace bullying (Hyogo Institute for Traumatic Stress, 2011b)

Page 13: Workplace  Bullying in  Japan

13

2. BACKGROUND AND REASONS FOR THE OCCURRENCE OF WORKPLACE BULLYING

“What do you think could be backgrounds and causes of harassment?”● Overwork and stress caused by staff cuts or too few staff● Lack of workplace communication● Results improvement pressure or results focus from company● Managers are too busy, lack free time● Diverse forms of employment● Related to apprenticeship system unique to industry● Business structure changes (resulting in personnel transfers),

workplace environment changes● Low wage structure of industry● Weaker human relations and lack of trusting relations between

bosses and subordinates, or between colleagues● Disposition of violators and lack of awareness of harassment● Lack of training for managers● Weak awareness of human rights and respect for individual● Disappearance of people in workplace who sought consultation

or arbitration● Less communication ability● Weaker management abilities of managers● Sense of right because pay money (when harassers are

customers)Data: JILPT “Interview Survey for Employers and Trade Unions on Measures Against Workplace Bullying”

(2011)

Page 14: Workplace  Bullying in  Japan

2.BACKGROUND AND REASONS FOR THE OCCURRENCE OF WORKPLACE BULLYINGCHARACTERISTICS WHICH ARE COMMON AMONG WORKPLACES WHICH HAD CONSULTATIONS ON BULLYING

14

There are no characteristics which are common among workplaces which had power harassment consultations

Other

Workplace with harsh competition between employees / evaluations are thoroughly linked to results

Workplace with many employees who have various backgrounds: Mid-career hires, foreigners, etc.

Workplace with many employees

Workplace where employees interfere with each other and don't match well

Workplace with many employees in a few age groups

Workplace with few employees

Workplace with worse or poor results

Workplace with employees of various age groups

Workplace with little interaction with other departments or outside

Workplace which does not tolerate mistakes / low tolerance for mistakes

Workplace with much overtime / hard to take vacations

Workplace where employees in various positions work together: permanent employees, non-permanent employees, etc.

Workplace with little communication between bosses and subordinates

0.0 10.0 20.0 30.0 40.0 50.0 60.0

10.15.04.25.76.26.37.69.410.911.112.3

19.819.921.9

51.1

Data: MHLW, 2012 (Company Survey)

Page 15: Workplace  Bullying in  Japan

2.BACKGROUND AND REASONS FOR THE OCCURRENCE OF WORKPLACE BULLYINGWORKPLACE CHARACTERISTICS (BY HARASSMENT EXPERIENCE)

15

Data: MHLW, 2012 (Employee Survey)

46.0

40.5

35.2

32.1

31.1

29.7

29.0

28.8

28.2

16.0

15.1

8.3

6.7

2.6

3.4

38.1

22.2

17.8

30.5

27.5

11.8

20.0

17.8

16.8

12.9

9.6

6.9

2.2

1.0

12.6

Workplace where employees in various positions work together:permanent employees, non-permanent employees, etc.

Workplace with much overtime / hard to take vacations

Workplace with little communication between bosses and subordinates

Workplace with employees of various age groups

Workplace with few employees

Workplace which does not tolerate mistakes / low tolerance for mistakes

Workplace with many employees in a few age groups

Workplace with worse or poor results

Workplace with little interaction with other departments or outside

Workplace where employees interfere with each other and don't matchwell

Workplace with many employees who have various backgrounds: Mid-career hires, foreigners, etc.

Workplace with many employees

Workplace with harsh competition between employees / evaluations arethoroughly linked to results

Other

Nothing appliesPeople who experienced power harassment intheir current workplace (n=2150)

People who did not experience powerharassment in their current workplace(n=6850)

Percentage point difference between people who experienced harassment vs. people who did not

(By Experience of Harassment)

(Responses: All persons, %)

7.9

18.3

17.4

1.6

3.6

17.9

9.0

11.0

11.4

3.1

5.5

1.4

4.5

1.6

-9.2

Page 16: Workplace  Bullying in  Japan

2.BACKGROUND AND REASONS FOR THE OCCURRENCE OF WORKPLACE BULLYING

COMMUNICATION IN THE WORKPLACE - 1

16

Data: MHLW, 2012 (Employee Survey)

“It is easy to communicate to my company that I feel worries, dissatisfaction or problems”

32.6

12.6

31.4

23.3

19.9

35

14.1

25.3

2.0

3.8

People who experienced power harassment in their currentworkplace (n=2150)

People who did not experience power harassment in their currentworkplace (n=6850)

(Responses: All persons, %)

Can’t say either way

Applies very much

Does not apply much

Does not apply at all

Applies somewhat

Page 17: Workplace  Bullying in  Japan

2.BACKGROUND AND REASONS FOR THE OCCURRENCE OF WORKPLACE BULLYING

COMMUNICATION IN THE WORKPLACE - 2

17

Data: MHLW, 2012 (Employee Survey)

“It is easy to communicate to my boss that I feel worries, dissatisfaction or problems”

20.3

32.2

27.9

20.7

30.0

11.2

2.4

4.8

19.4

31.1

People who experienced power harassment in their currentworkplace (n=2150)

People who did not experience power harassment in their currentworkplace (n=6850)

Can’t say either way

Applies very much

Does not apply much

Does not apply at all

Applies somewhat

(Responses: All persons, %)

Page 18: Workplace  Bullying in  Japan

2.BACKGROUND AND REASONS FOR THE OCCURRENCE OF WORKPLACE BULLYING

COMMUNICATION IN THE WORKPLACE - 3

18

Data: MHLW, 2012 (Employee Survey)

“There is smooth communication between colleagues”

6.0

8.7

30.0

39.9

29.4

33.7

21.9

12.2

12.7

5.5

People who experienced power harassment in their currentworkplace (n=2150)

People who did not experience power harassment in their currentworkplace (n=6850)

Can’t say either way

Applies very much

Does not apply much

Does not apply at al l

Applies somewhat

(Responses: All persons, %)

Page 19: Workplace  Bullying in  Japan

2.BACKGROUND AND REASONS FOR THE OCCURRENCE OF WORKPLACE BULLYING

COMMUNICATION IN THE WORKPLACE - 4

19

Data: MHLW, 2012 (Employee Survey)

“I have a colleague with whom I can discuss issues other than work”

8.4

7.8

22.6

30.9

21.2

18.1

18.7

11.8

29.1

31.2

People who experienced power harassment in their currentworkplace (n=2150)

People who did not experience power harassment in their currentworkplace (n=6850)

Can’t say either way

Applies very much

Does not apply much

Does not apply at all

Applies somewhat

(Responses: All persons, %)

8.4

7.8

29.1

31.2

22.6

30.9

21.2

18.1

18.7

11.8

People who experienced power harassment in their currentworkplace (n=2150)

People who did not experience power harassment in their currentworkplace (n=6850)

Can’t say either way

Applies very much

Does not apply much

Does not apply at all

Applies somewhat

(Responses: All persons, %)

Page 20: Workplace  Bullying in  Japan

3. NATIONAL POLICIES AGAINST WORKPLACE BULLYING

20

The first national meeting on workplace bullying started in 2012

- “Round-table Conference on Issues of Workplace Bullying and Harassment” and “Working Group for Round-table Conference”

- Working Group published its Report in January 2012, and Round-table Conference published its “Recommendations for Prevention and Resolution of Workplace Bullying (Power Harassment)” in March 2012.

Page 21: Workplace  Bullying in  Japan

3. NATIONAL POLICIES AGAINST WORKPLACE BULLYING

WORKING GROUP’S REPORT - 1

21

Definition of Workplace bullying (“Power Harassment”)

- The Working Group defines power harassment as “an act by an employee using his superiority, such as position of seniority or relationship with a co-worker which causes such co-worker mental or physical stress or a degradation of the working environment beyond the appropriate scope of the company’s business.”

- The term “superiority” at the workplace is not limited to “occupational position;” it includes any interactions between seniors and juniors or between colleagues of equal standing or even from subordinates to superiors, based on the various backgrounds of superiority.

Page 22: Workplace  Bullying in  Japan

3. NATIONAL POLICIES AGAINST WORKPLACE BULLYING

WORKING GROUP’S REPORT - 2

22

Categories of bullying (“Power Harassment”)(i) Assault (physical abuse)(ii) Intimidation, defamation, insult, or slander (mental abuse)(iii) Isolation, ostracization, or neglect (cutting off from human

relationships)(iv) Forcing the employee to perform certain tasks which are

clearly unnecessary for the business of the company, impossible to be performed, or interfere or interrupt with their normal duties (“excessive work demands”)

(v) Ordering an employee to perform menial tasks that are unreasonable in relation to the company’s business or tasks, which are far below the employee’s ability or experience. Also includes not providing any work at all for the employee. (“insufficient work demands”)

(vi) Excessively inquiring into the private affairs of the employee (invasion of privacy)

Page 23: Workplace  Bullying in  Japan

4. INTERVENTION AND PREVENTION ON THE PART OF COMPANIES AND TRADE UNIONS

23

Employers implementing intervention and prevention 45.4%

- Companies with workers more than 1,000 = 76.3%- 300 to 999 workers = 53.9%- 100 to 299 workers = 40.3%- workers less than 99 = 18.2%

(MHLW, 2012)

Page 24: Workplace  Bullying in  Japan

4. INTERVENTION AND PREVENTION ON THE PART OF COMPANIES AND TRADE UNIONSCHARACTERISTICS OF THE MEASURES TAKEN BY COMPANIES AND TRADE UNIONS

24

Main 3 measures + 2(1) set up and operate a consultation desk, hotline and

helpline(2) understand the actual situation by questionnaire surveys(3) provide awareness raising, training, and education

(4) promote communication and create an open atmosphere at the workplace

(5) hold discussions and share information on bullying between labor and management

(JILPT “Interview Survey for Employers and Trade Unions on Measures Against Workplace Bullying”, 2011)

Page 25: Workplace  Bullying in  Japan

5. CRITIQUE AND CONCLUSION

25

- Not many employers and trade unions implementing intervention and prevention

- Even if they take some measures, their effectiveness are much questioned (ex. very few workers (1.8% in companies’ helpline; 1.4% outside consultation helpline) consult the matters, and 46.7% did nothing after they were bullied (MHLW, 2012)

- Especially Japanese trade unions are reluctant to tackle this issues

- Measures of intervention and prevention has not yet established- Significance to tackle this issue and knowledge of consequences

after bullying has not been shared - Only few research surveys operated = limited understanding

the actual situation- Effectiveness of the national policy is limited (ex. Round-table

Conference’s “Recommendations”)

Thank you very much for your attention and interest !