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Dignity at work and study Presentation to Glasgow Caledonian University

Dignity at work and study Presentation to Glasgow Caledonian University. Charlotte Rayner Professor of HRM Portsmouth Business School. Introduction. I have researched into bullying at work since mid 1990’s (see refs)

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Dignity at work and study Presentation to Glasgow Caledonian University

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  1. Dignity at work and studyPresentation to Glasgow Caledonian University Charlotte Rayner Professor of HRM Portsmouth Business School

  2. Introduction • I have researched into bullying at work since mid 1990’s (see refs) • Recent project with Amicus and the DTI on interventions for organisations to tackle B&H • Today: • A Framework for intervention • Why bother with B&H? • Your programme • The ensuing challenge

  3. Deaths Serious Accidents Minor Accidents Known near misses Unknown near-misses A Framework for tackling B&H (1) • Development began by building on old H&S model:The Accident Pyramid (Heinrich, 1931)

  4. Tribunals Formal Complaints Informal Complaints Informal Enquiries Poor Standards of Behaviour A Framework for tackling B&H (2) The Event Hierarchy

  5. Why Bother with workplace bullying? • It leads to stress (Cousins et al 2004) • Sickness absence (Rayner 1997; Hoel Faragher & Cooper, 2004) • Exit rates (include internal market) (ibid) • Commitment … productivity? (Quine 1999) i.e. damages people and organisations

  6. Tribunals Formal Complaints √Informal Complaints √Informal Enquiries Poor Standards of Behaviour Your Intitative….. The Event Hierarchy Harassment advisors

  7. Tribunals Formal Complaints √Informal Complaints √Informal Enquiries √Poor Standards of Behaviour Your Inititative….. The Event Hierarchy Harassment advisors Definition

  8. Tribunals Formal Complaints Informal Complaints Informal Enquiries Poor Standards of Behaviour Early intervention crucial…. The Event Hierarchy Failure Intervention Prevention

  9. The Challenge ‘Acceptability’ is key Transmitted through: Managers as role models (all) Managers reacting to (all) incidents Complaints system Monitoring system There is no rest for the wicked!

  10. The Challenge is to review your own view

  11. Appropriate management Fragmented Ideal High exit Fragmented Organisational systems Ideal Individual support Fragmented High exit High exit Bringing the strands together The AMOSIS Model Appropriate Management, Organisational Systems, Individual Support.

  12. Summary • Bullying and harassment damages people and organisations • Organisations can act to provide dignity at work • Management behaviour is crucial in all stages • Catch this early to ensure non-escalation • Be tenacious! Every time, always good.

  13. Thank you! And good luck with the initiative Charlotte Rayner Charlotte.rayner@port.ac.uk Report is on www.port.ac.uk/workplacebullying

  14. References • Cousins, J.,Mackay, R., Clarke, S.D., Kelly, C., Kelly, P., McCaig, R.H. (2004) Management Standards and work-related stress in the UK: Practical development Work and Stress Vol 18 No 2 pp 113-136. • Hoel, H., Faragher, B., & Cooper, C.L. (2004) Bullying is detrimental to health, but all bullying behaviours and not necessarily equally damaging British Journal of Guidance and Counselling Vol 32 No 3 pp367-387 • Quine, L. (1999). Workplace bullying in an NHS trust. British Medical Journal, Vol 318 pp 228-232. • Rayner, C., (1997) Incidence of workplace bullying Journal of Community and Applied Social Psychology Vol 7 No 3 pp 199-208. • Rayner, C., Hoel, H., & Cooper, C.L., (2002) Workplace Bullying: What we know, who is to blame and what can we do? London, Taylor Francis. • Rayner, C. & Keashly, L.. (2005) Bullying at work: A perspective from Britain and North America In Fox, S. & Spector, P.E., (Eds) Counterproductive work behavior: Investigations of actors and targets p271-296 Washington DC , American Psychological Association Publishers

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