The Danger of Disrespect—Bullying, Harassment and the Bottom Line
Posted: 11/09/2009 12:00:00 AM EST | 11
|
|
“Janine” used to love her job. Focused and engaged, she had been a team player and top performer who consistently delivered impressive results. Now she wakes up every day feeling sick and dreads the thought of having to go in to the office. Work has become a nightmare. She has to endure constant criticism, public ridicule, sarcasm and fits of unpredictable rage from her current boss. One day Janine wakes up and just can’t face it. Rather than go to work, she calls in sick and heads to her doctor’s office.
Although Janine doesn’t realize it, she has been the target of workplace bullying, a growing problem now affecting almost half of all U.S. workers, according to a 2007 study conducted by the Workplace Bullying Institute and Zogby International.1 Workplace bullying occurs four times more often than discriminatory harassment. However, like Janine, far too many businesses fail to recognize the danger of disrespect before it takes a toll on the health of their bottom line.
While both harassment and bullying are disrespectful behaviors, a critical distinction is that workplace harassment is a legal issue for employers, flowing from Title VII, which prohibits discrimination on a number of personal characteristics such as race, color, religion and sex. The legal framework has raised awareness about harassment as a type of discriminatory behavior. Racial slurs, off-color jokes, unwanted sexual attention or inappropriate touching are recognized by both employers and employees as disrespectful and problematic in the workplace.
On the other hand, workplace bullying behavior is often ingrained within a workplace or team and becomes a cultural norm. Embarrassing scenes in front of co-workers, yelling, swearing or being spoken to in a condescending or belittling manner are accepted as “just the way it is around here.” Compounding the problem is that fact that overt behavior is often just the tip of the iceberg. More commonly workplace bullying is characterized by behavior that is so covert it can be very hard to identify. It could involve intangibles like constantly changing work responsibilities, deadlines or priorities. It might be someone taking public credit for joint projects, asking for input and then ignoring it, or failing to share relevant information necessary for job success.
When such incidents form a pattern of behavior, as opposed to an isolated incident, you have a potential situation of workplace bullying. Left unchecked, the effect on the workplace can be devastating, creating a toxic work environment for the individual targeted as well as his/her co-workers. A fear-based culture is created by the bully, who, the research shows, tends to be a manger or supervisor, an individual in a position of power in the workplace. Morale, productivity, engagement and teamwork all plummet while absenteeism, conflict and turnover increase.
My experience dealing with complaints of bullying in my consulting practice confirms that in most cases workers tend to say nothing and just put up with the behavior. Employees that do complain often find that their situation is incorrectly labeled a “personality conflict.” It is the lack of awareness about how bullying manifests that contributes to this misdiagnosis on the part of leaders and human resources practitioners. Those that bully commonly display a “Jekyll and Hyde” personality. They can be calculating and manipulative. The face they present to their own bosses is charming and agreeable while they paint the target as a problem employee. Inevitably, the behavior continues until it is too late, and, like “Janine,” employees end up so distressed they can no longer work. Those who remain in the workplace live in fear of being the next to be targeted.
In all likelihood, that next target will be another “Janine” as opposed to a “Jim.” In the past year we have been hearing a lot about the phenomenon of women bullying other women at work. While male bullies, who slightly outnumber females, tend to be gender neutral in their choice of targets, female bullies target other women more than 70 percent of the time, and like “Janine,” those who are targeted are often bright, competent, hardworking and popular employees. It is those very qualities that motivate the behavior in an individual who may feel jealous and insecure, or have a need to be in control. The intention is to slowly undermine the target’s self-esteem and self-confidence.
While there are many characteristics that distinguish workplace bullying from harassment, the fundamental commonality is that they are both disrespectful, power based behaviors, which produce negative outcomes for both employees and the employers they work for. The other critical commonality is that such problem behaviors can only arise if the workplace culture condones, encourages or turns a blind eye to disrespectful behavior like bullying and harassment.
In my book Road to Respect: Path to Profit I feature five “employers of choice” who embrace respect as a core organizational value. I asked each of the individuals I spoke to from those companies whether or not they kept statistics on complaints of harassment and bullying. Inevitably I heard a variation of this response from Val Duffey, HR Director at KPMG Canada. “What people are accountable for is respectful, tolerant, diverse behavior and we measure that in the environment. They [bullying and harassment] don’t happen because they are at odds with the culture. It just wouldn’t be tolerated.”
If a workplace culture promotes an attitude of cutthroat competition for opportunities, it encourages divisiveness and mistrust among employees. If it focuses on profit at the expense of workplace relationships, it erodes collaboration and teamwork. If it fosters the traditional command and control managerial model, rather than respectful leadership that aims to support and empower others, it facilitates workplace bullying. Culture shapes behavior, and behavior determines workplace relationships, performance and profitability.
Allowing disrespectful behavior to continue unchecked might just be the kiss of death for many businesses already grappling with the effects of the recession. We are witnessing an increase in incidents of disrespectful behavior at work, fuelled by the stress created by the uncertainty of the current economic climate. What business can afford to ignore the danger of disrespect? Human resources practitioners need a clear understanding of the lexicon of bullying behaviors as well as the statistics which document the devastating affect of this behavior on the bottom line.
Now is the time to be proactive. Start the conversation about power, respect and disrespect at work. Create awareness and clarify expectations about workplace relationships and leadership styles that boost both employee engagement and bottom line profits. Build a respectful workplace culture where employees can work together cohesively and productively, unconstrained by the negativity and fear that disrespectful behaviors like workplace bullying and harassment breed.
1. Workplace Bullying Institute, WBI-Zogby 2007, www.workplacebullying.org
|
Contributor: Erica Pinsky |
|
-
No Train, No Gain -
Difficulties in Finding Qualified Workers -
Looking in the Mirror of Leadership -
Using Communication Technologies to Leverage HR Productivity -
Genetic Information Nondiscrimination Act Affects How Group Health Plans Use Health Risk Assessments -
Running Government Like a Business: Things We Wish President Obama Would Learn -
Leadership: Art or Science? -
Golden Geese: Keep the Eggs Coming -
7 Employee Engagement Tips for Team Leaders -
When Your Boss Plays Favorites
* = required.
 |
This article deserves 10 Stars! Incredibly, it was in my “In Box” when I ended a phone conversation with an Attorney about my Bully at work, my boss. If I didn’t work in a highly secured, HEALTH CARE setting (no, there’s nothing wrong with your eye sight!), I would bet good money on the fact that Ms. Pinsky had spent 6 months in our “Asylum” observing my boss, “Nurse Wretched.” [ Yes, my boss is a Registered Nurse, I am not, so apparently in addition to as Bartholomew noted in her book: Ending Nurse on Nurse Hostility: Why Nurses Eat Their Young and Each Other , the hostility is not reserved only for other members of that otherwise noble profession]. EVERY characteristic and behavior cited by Ms. Pinsky is manifest and observable in my boss on a daily if not hourly basis. I was particularly taken by the “Jekyll and Hyde” citation; I was commenting to a friend last night that yesterday, when the last (emotional) beating took place, I’d had three, one-on-one conversations with her earlier in the day concerning business matters that were marked by reasoned thought, analysis, discussion then synthesis, and even a few laughs. Later in the day, when in the presence of my two reports, “Misanthropic Mr. Hyde” reared his/(her) ugly head to dole out her vitriol at me by telling one of my subordinates that He “could delegate any of his work that he felt he didn’t have time to do, to me.” [I should note here that he’s the House ‘Toady’, the Darling Child who’s allowed to act out The Archetype of the Brat at his pleasure & will]. Finally, Ms. Pinsky also hits the ball out of the park with her description of such environments as being “Toxic.” This is exactly the word a former colleague of mine used to describe my workplace as (who left because She was the “Target” before me) and who is a Clinical Social Worker, Licensed in THREE States! [It’s tough to get licensed in one!]. I work with my brain, “shuffling papers” in a very comfortable and ‘clean’ office, yet when I come home at night, I am compelled to take a long, hot shower to metaphorically wash away the psychic toxins of the Bully. Kudos to you Ms. Pinsky for so eloquently and comprehensively describing this blight in the workplace. |
Replies (0) |
Allowing disrespectful behaviour is not a problem for organizations promoting that type of culture as they are also experts in addressing it :
* Target finally resigns
* HR only needs to email the exit interview
* Team remains in silence because they have witnessed
the power of bullies and they feel threatened
* Senior management just need to ignore the problem so
it does not exist.
*Right at the top, ?????
And let´s worry about what it really matters: policies, values, human rights,
ethics, morale and legal among others....another employee left.
Excellent article! |
|
This was a good article. I looked up the word disrespectful this morning because my boss does something to me that takes away any joy that I was feeling. He comes to my desk and hands me a fax - when I reach for it, he drops it on my desk. I have tried to ignore this in the past but it is very hurtful and embarassing. I have also seen him disrespect others in similar ways. His wife is a psychologist and I wonder if he is reading her books on how to get others to react. I am at my wits end. My company is offering a early option retirement - while I cannot afford it, I am seriously contemplating taking it and hope I find another job. Any suggesstion? If so, please email me at pdpartlo@gmail.com |
|
We are in an industry that has been weathering this economic climate very well. We've had no layoffs, and people are not afraid of losing their jobs. However, we do have one very nasty bully in our office, and surprisingly she isn't even in management. She's actually a low level employee, but she exhibits all of the traits you mentioned above, without the power. Unfortunately, she disregards me in HR (my boss won't back me up) and the other managers/owners don't mind her behavior, or see it as a problem. I’ve even heard her manager and an owner state that the staff is just being too sensitive. There is a palpable difference in the office when she departs for the day. It's like the rest of the staff, myself included, can finally take a breath. She talks incessantly, often about someone else in the office, in a loud voice and is rude and even mean to several people in the office. When people go to her for questions her response is a rude “What do you want!?!” So, when she’s not here the rest of the staff is more relaxed and seems to things accomplished without as much stress. I'm struggling to find a way to get the other members of management to recognize the problem. I think using part of your article with some specific examples of her behavior might help. Wish me luck! Any advice would be most appreciated! |
|
Thank you, Erica. Your article was an "eye opener" for me. Now it is very clear to me that I was a victim of workplace harassment at my last job. Despite having an "exceed expectations" rating for 2008, in 2009 my boss was fired and the new boss set the "tone" for a series of behaviours that were very quickly copied by my opportunistic co-workers eager to please the boss and follow his lead no matter what. I knew that my new boss felt insecure as long as I was still there, a testimony of what it can be accomplished with a team when you, as a leader, act as an inspiring force and go the extra mile. It got so bad for me, that I actually told him that I would accept a severance package.
And now, here I am, out of job and living off that severance package. I always thought that somehow it must have been my fault and I must have done something wrong at some point. Now, thanks to your article I know better ... unfortunately it is too late for me to go back and make things right. What can one do when being in such a situation? |
|
Great to see your article posted here Erica! As you know, I am a big fan of your work and completely support the message you send about the dangers of bullying. It definitely contributes to turn over or worse yet - employees who have emotionally 'checked out' of an organization. I truly hope that HR professionals understand the role they can play toward the creation of a healthy work environment but stopping bullies in their tracks. |
|
Excellent article on workplace bullying tactics. What does one do if the boss places unreasonable deadlines for projects on the employee, and then mistakes occur, and then the public hollering and ridicule begin?
How does one crawl out from the dailey barrage of such constant tantrums and humiliation?
|
|
This is an excellent article. What do you do when the bully is an owner of a company. Many people have left because of it, and when I as the HR Director tried to address his behavior, he is now bullying me. Any suggestions? |
|
I found this article to be excellent and give it 5 out of 5. In my experience the response of the bullied has to do with the culture and not the economic reality of the day. |
 |
Unfortunately, this has become very prevalent in this tough job market. Bosses take for granted that their direct reports are hanging on for dear life for their jobs. Sadly, I've also heard about bullying in the HR function. |
|
When the President/CEO IS the Bully, it's very difficult to confront him with this issue! Unfortunately, work has become frustrating and miserable since this Bully joined our team in 2008. What once was a "family-type" atmosphere has become a jail! |
-
4th Annual HRM & Training in Oil, Gas and Petrochemicals
Gulf Hotel Bahrain, Manama, Bahrain
October 17- 20, 2010 -
13th Annual Talent Management Summit
Flamingo Las Vegas Hotel & Casino
September 27- 29, 2010 -
HR Metrics Summit
Wyndham Lisle-Chicago Hotel & Executive Meeting Center, Chicago, IL
September 13- 15, 2010 -
Reducing Nursing Turnover by Controlling Stress & Burnout
December 14, 2009
Register Now
-
Healthy Workplace Bill: Are We Ready to Legislate Civility?
On May 12, 2010 the New York State Senate passed a bill “establishing a private cause of action for...Read more
Devora Lindeman
-
Dealing With Difficult Negotiators
In dealing with difficult negotiators, there are four things that should be kept in mind. I call them the 4...Read more
Hugh MacDonald
|
Reach Human Resource professionals through cost-effective marketing opportunities to deliver your message, position yourself as a thought leader, and introduce new products, techniques and strategies to the market.
Learn More >> Join today and interact with a vibrant network of human resource professionals, keeping up to date with the human resources industry by accessing our wealth of HR articles, videos, online seminars, live conferences and more. Sign Up Today! |
| Human Resources IQ, a division of IQPC 2010 All rights reserved.Use of this site constitutes acceptance of our User Agreement and Privacy Policy. Careers With IQPC | Contact Us | Unsubscribe to Bizo |
|