After this, s/he can proceed with whatever action he wants to take. (Braithwaite, 1999) Since the security manager is now aware of what a boss/supervisor has been up to, s/he may approach him or her tactfully, and inform him or her about this discovery, which has to be corrected or paid for
These are the acts that eventually lead such individuals to gain confidence for committing more serious crimes. (Cloward, 1960) It should also be considered that some individuals may be caught in awkward situations which have occurred through no fault of their own, as in gang formation in organizations where they have to belong somewhere in order to be safe
A bully boss/supervisor creates an environment that is "unhealthy, unproductive and will eventually undo HR's efforts to create a healthy, happy and progressive workplace." (Flynn, 1999) Further, a bully boss or bully employee may be describes as one who commits "repeated aggressive behavior that deliberately causes physical or psychological torment" (Guynn, 1998)
A bully boss/supervisor creates an environment that is "unhealthy, unproductive and will eventually undo HR's efforts to create a healthy, happy and progressive workplace." (Flynn, 1999) Further, a bully boss or bully employee may be describes as one who commits "repeated aggressive behavior that deliberately causes physical or psychological torment" (Guynn, 1998)
Conversely, there is solid evidence that working for un-supportive bosses is associated with higher levels of anxiety, depression, and even heart disease." (Hornstien, 1996) These kinds of results are not believed to be associated with individuals who have worked for more considerate bosses
Also, "The biggest factor that affects workers' happiness is the quality of their immediate supervisor." (Murphy, 2000) Employees working under a boss who deals with them properly and knows how to get the best out of them tactfully are more respected and also act fairly
.are actually causing measurable injury to both their individual victims and to the institutions in which they and their victims work" (Namic, 1999)
This is a situation where an individual engages in acts of intimidation or molestation of a c colleague or another worker more often in front of the others. Bullying more often than not is directed at a person who is younger or at a junior position than the bully (Directgov, 2011)
These will include though not limited to these discussed below: (a). Management response It has been noted that bullying will largely continue if and when endorsed by the management, this may be in form of indifferent response towards reported cases of bullying and casual handling of the bullying cases (Dr. Namie G., 2011)
Risks to employees There is also a possible consequence of bullying on the employees which is of great concern in this paper as the lives of employees could be in danger. With extreme cases of persistent bullying, the employees may form suicidal tendencies or mental disturbance, or even resort to extreme violence among themselves or towards the administration (Heathfield S.M., 2011)
Psychologists say that bullying starts as early as at pre-school age among the young children where one of them would always want to have his way and others left with none. From the Human Resource angle, workplace bullying can be defined as any harassment of intimidation that persists in the work setting that aims at humiliating person of a group (HRdictionary.com, 2011)
The personality clash comes into play when an individual differs with another not because the other person is wrong but because of the emotional perceptions they hold about the other person. A good instance is when a manager can constantly pick on an individual for being late for just 5 minutes and not on others since he has a perception that the individual is lazy, this is tantamount to bullying (Leadership and Motivation Training, 2010)
It is vital to know that the most precious assets to any organization are the employees. There should be a ceaseless effort to not only retain them but keep them happy within the organization which will create an atmosphere that encourages creativity, innovativeness and productivity (Slocum J.W. & Hellriegel D., 1995: p196)
Workplace violence (Bullying) Workplace violence can be defined as an action that manifests itself in threatening behavior, physical assault, aggression or any other violent form that may be displayed at work setting and may be directed towards coworkers, managers or even the customers themselves. These aggressions can cause emotional or to great extent physical harm or both (USLegal Inc., 2011)
Employers must take reasonable action to prevent psychological harassment and, whenever they become aware of such behavior, to put a stop to it." (Workplace Stress Initiative, 2007)
DESCRIPTION OF THE PROBLEM Introduction Have you ever heard someone use the term "going postal? While used loosely in today's society, this concept describes an event no one wants to experience in the workplace. Unfortunately, however, the threat of workplace violence is something that haunts nearly every company, as well as its employees (Antai-Otong, 2001)
In light of current trends towards company downsizing and higher levels of job stress, these acts of violence are on the rise, and affect every employee and the entire community, as well. Since violence can come from any number of sources, including threats, actual physical violence, some sexual harassment, and even intimidation, it can be difficult to discern actual violence from harmless venting (Ginn, et al
Research Methods To determine the cause of anxiety and perceptions over workplace violence, it was determined that a survey design method would be the most appropriate choice. The survey method is a form of qualitative research, which is designed to gather data in the form of tabulated observations, characteristics, or feelings about a particular topic (Krosnick, 1999)
, 2002). Further, these traumas can strike without warning, which overwhelms the workers, families, and communities that are involved (Miller, 2002)
Further, these traumas can strike without warning, which overwhelms the workers, families, and communities that are involved (Miller, 2002). Employers can be even be sued by the families of victims (Perry, 2000), and unless management can train employees on the risks and consequences of workplace violence, the overall impact can be devastating