Category Archives: bullying

Workplace Bullying: Battling it out in higher education….

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Workplace Bullying: Battling it out in higher education….

Workplace Bullying: Battling it out in higher education….

Workplace Bullying: Battling it out in higher education….

 

Workplace bullying is a documented phenomenon in corporate sectors and in Europe.  Workplace bullying is actually an extension of the school yard bullying.  Workplace bullying targets the people who are viewed as reasonable, empathetic or in the lower power position.  It is interesting then, that of late, several people have approached Patricia Berkly about their careers in higher education.  Workplace bullying is a critical issue that destroys the careers of many.  And as studies show, workplace bullying disproportionately affects women, people of color, the LBGT community and those over 40 in greater numbers.

 

Bullying means harassing, offending, socially excluding someone or negatively affecting someone’s work tasks.. it has to occur repeatedly and regularly over a period of time (about six months)… it is an escalating process, the person confronted end up in an inferior position and becomes the target of systematic negative social acts. (Einarsen, Hoek, Zapf, and Cooper, 2003, p 22).

 

Therefore, when a seasoned colleague feels he or she is hanging on until retirement, enduring put downs and unreasonable criticisms from a newly appointed leaders, workplace bullying can be the reason.  When the department or division cowers in its tracks just to make it another semester because their ideas are not valued, workplace bullying may be at the root.

 

Patricia Berkly LLC is focusing on an original study on workplace bullying in higher education administration.  The goal will be to identify the cause of workplace bullying, the targets of workplace bullying and offer solutions to workplace bullying.

Workplace bullying… beyond child’splay

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Workplace Bullying… beyond child’s play

By Dr. Leah Hollis, author of Unequal Opportunity: Fired without cause? Filing with the EEOC…

Our news is chocked full of stories retelling instances of bullying that leads to teen suicide.  A bully perceives the targets as smaller, weaker or different from the dominant group who welds its power at the expense of others. Once being facing a bully was almost a rite of passage.  A target of a bully was expected to stand up and fight back.  Fabled stories like the Karate Kid or Cinderella show how many of us like the underdog and cheer for him or her to prevail against  the bully.

However, when the fairy tale is over, the effects of a bully have far reaching implications.  The things we learn in grade school carry through to college and the workplace.  Therefore, workplace bullying is a rising trend feeding the all-time record high EEOC complaints for 2011.   Bullying as a form of harassment is a power play over subordinates and is a growing threat to American corporations.  Toxic work environments create turnover, reduced productivity and costly legal defense if the target pursues a claim.

We have all worked with that obnoxious personality who tells off color jokes has emotional fits, or simply pushes his or her way through meetings and procedures with little care for the staff.  These behaviors, once considered what we endure as a day in the life of work, can now lead a bully and his organization straight to court.  Unless the person being bullied is outside one of the Title VII protected classes, the person on the receiving end of bullying may have a claim of harassment and discrimination on the basis of gender, race, ethnicity pregnancy or religion. In addition, there are millions of people are bullied within class, woman bullying woman, or bullying within the same race.  Regardless of race, creed or color, harassment harms employee morale and engagement.  Bullying, regardless of who is the target, hurts the bottom line.

 

In any case, workplace bullying is particularly destructive to individuals and organizations.  Namie and Naime (2009) estimate that workplace bullying costs organizations over 64 billion dollars (yes with a B) a year. When one tabulates the cost of turnover, the cost of disengaged employees and even the cost of health care related to a toxic workplace, leaders and managers can ill afford to ignore this bullish trend in the workplace.

The problem is so severe that over 21 states have introduced Healthy Workplace Legislation to attempt to stem the problem of runaway bullying behavior. On April 30, several workers and advocacy groups urged the New York legislature to pass a Healthy Workplace Bill. Many victims of workplace bullying testified that they feared for their jobs if they did not succumb to the harassment of a boss. Others cried as they retold stories of debilitating health conditions and even suicide that was precipitated by a bullying boss.  The bill could potentially be presented for a vote in June, 2012.

 

In the meantime, organizations and mangers can implement basic safeguards to protect for a healthy workplace.

  1. Augment current anti-harassment and anti-retaliation policies to include anti bullying polices for the workplace
  2. Include a civility statement at the point of hire to inform all staff of the importance of civility in the workplace
  3. Incorporate civility statements and expectations to performance evaluations
  4. Model civility as a leader or department head; typically it is the boss who is the bully
  5. Take any and all complaints seriously; investigate claims quickly

 

These cursory changes can help shift an organization to a more relaxed placed to work. The benefits yield lower turnover, and higher productivity.

Dr. Leah Hollis, President of Patricia Berkly LLC is a diversity and healthy workplace trainer based in greater Philadelphia.  Her book Fired without Cause, Filing with the EEOC is available on Amazon.com.  Her second study on workplace bullying in higher education is in progress for summer 2012.  She has been a contributor to ERE.net, Payscale, and AOLJobs/Huffington Post.

Definition of Bullying

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Definition of Bullying

Definition of bullying

Definition of bullying

 

Definition of Bullying in the workplace includes: harassing, belittling, insulting behavior, especially if enduring such becomes a condition of maintaining a job.

What is the definition of bullying as it applies to the workplace?  The definition of bullying includes harassment, discrimination, belittling and insulting comments… constantly. The definition of bullying is similar to the definition of harassment.  However, the definition of bullying includes ALL people, regardless of race, class or gender.  The definition of bullying also relates to a pervasive behavior, often at the hands of the boss or supervisor.  The definition of bullying should be considered by leadership.  Once the definition of bullying is taken serious, then quarterly training and support for supervisors can eradicate behavior under the definition of bullying.

The definition of bullying should also include the cost of bullying. The definition of bullying should be something that human resources managers along with supervisors.  The definition of bullying should be something the executives consider.  Once the definition of bullying is understood, and the effects of bullying are understood, those who understand the definition of bullying understand that it costs organizations millions of dollars to harbor a bully.  The definition of bullying can lead to health problems; the definition of bullying can create a toxic work environment.  The definition of bullying and those behaviors that comprise the definition of bullying erode an organization and undermine productivity. Those who understand the definition of bullying also understand that the effects of bullying of similar to the stress of those who are subject to sexual harassment.

STOP Workplace Bullying

bullying, cyberbullying, Discrimination,

STOP!  workplace bullying

STOP!  workplace bullying

STOP!  workplace bullying

We might have thought bullying was one of those things we endure  as kids, but it is no coincidence that during a recession and season of budgets cuts, bullying has taken a serious foothold in schools and in the workplace.  Stressful situations breed workplace bullying as it triggers insecurity and the need to have absolute control in these stressful environments.  Ironically, the last thing a stressful situation needs is a bully who brings more stress to the environment.

Workplace bullying brings emotional and psychological attacks to staff who then spend time fending off the threat, instead of time focusing on being productive.  Why then don’t organizations crack down on workplace bullying if it is so destructive? 1. Workplace bullies are often the boss, welding control, even threatening targets with demotion or job loss if they don’t comply with unreasonable demands.

2. Organizations often protect their management- the workplace bully-, even when management is wrong, therefore targets subordinates quietly suffer and plan an escape instead of addressing the problem.

3. Staff often makes excuses and won’t address the workplace bully: there is not enough time, or not enough energy to address the toxic personality.

Patricia Berkly LLC offers some organizational solutions to help everyone maintain a healthy work environment and stop workplace bullying.  The time spent to put protective measures in place will help to maintain quality and productive employees.

1.   Establish a culture of zero tolerance with strong anti- workplace bullying policies.  Be clear about what behavior is acceptable and the steps the organization will take to protect itself from a workplace bully.

2.   Follow that policy.  Too often organizations craft wonderful policies, yet fail to follow them, or apply them inconsistently.  This allows workplace bullying to flourish.

3.   Offer regular and consistent training to address workplace bullying.  With natural attrition, any staff needs training.  Such training will also empower staff as a whole to address workplace bullying as the grassroots level.

4.   Establish information interviews with staff as a standard operating procedure to stamp out workplace bullying.  In addition to other aspects of the operation which need attention, this standard procedure could also uncover incivility in your workplace.

Protecting your organization from workplace bullying is everyone’s responsibility.

Transparent Penn State

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Transparent Penn State

Transparent Penn State

Transparent Penn State

On a new Web site, the university gives a detailed breakdown of costs stemming from the Sandusky scandal. The site also includes PDF versions of the signed contracts of new football coach Bill O’Brien and key school administrators.

 

Written by Mark Brennan
Penn State has launched a new Web site offering unprecedented access to key university records and documents.

Included on the site is a detailed breakdown of legal and public relations fees incurred in the wake of the Jerry Sandusky child abuse scandal that broke in early November, a figure that has already reached $3.2 million.

“This is a reminder of the commitment to open communication to the fullest extent possible,” said Penn State president Rod Erickson, who took over when former president Graham Spanier resigned after the Sandusky scandal erupted.

At the time, the university drew heavy criticism for operating in a secretive manner. According to a grand jury report, certain university officials had known about allegations against Sandusky for more than a decade. But no serious action was taken against the former football assistant coach until the grand jury filed child sex abuse charges in early November.

Sandusky maintains his innocence and is under house arrest awaiting trial.

Penn State, meanwhile, has spent millions on legal fees and public relations firms. And now — thanks to Erickson’s vow for the university to be more open to the media and public — we know how much and where it is going.

A total of $2,468,137 has been spent on an internal investigation and crisis communications. The internal investigation is being led by former FBI director Louis Freeh’s firm, the Freeh Group. Public relations are being handled by the law firm Reed Smith and the PR firm Ketchum.

Another $467,940 has been spent on legal services and defense fees. Two civil suits have already been filed against Penn State in connection with the Sandusky scandal. Another $50,131 has been spent on what PSU is calling “externally initiated investigations.”

Penn State is also picking up legal fees for Spanier (who has not been charged with any crime), as well as former athletic director Tim Curley and vice president Gary Shultz, who are both awaiting trial for allegedly lying to the grand jury investigating Sandusky. Those fees total $210,309 to date.

According to the site, all legal fees and public relations costs associated with what it calls the “Sandusky controversy” will be covered by insurance policies and from interest revenues from investments. The school insists tuition fees, alumni donations and/or tax revenues will not be used to pay for any of the expenses.

The site includes a wealth of other information not previously available at Penn State.

Included is a downloadable PDF version of the school’s employment contract with new head football coach Bill O’Brien (he is making $2.3 million per year). It even shows the signatures of O’Brien and acting athletic director Dave Joyner, as well as that of university attorney Cynthia Baldwin.

That is a far cry from the way things used to be handled at Penn State. For decades, the university refused to even release former coach Joe Paterno’s salary. It only came to light in 2007, after years of legal wrangling between media outlets and the state.

The university has also uploaded its annual financial report to the NCAA, revealing the athletic department generated $116,118,025 and had total expenses of $101,336,483 in the last year.

Copies of Erickson’s contract with the university (he is making $515,000 per year) and Joyner’s deal (he is taking in $33,000 per month and has the use of a car) are available on the site, too.

The site can be seen at: http://openness.psu.edu/