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ppt课件-bullyingintheworkplacechallengestopreservingan
Bullying: An Obstacle to Creating an Ethical Workplace Culture Jacqueline N. Hood Anderson School of Management University of New Mexico Focus of the Workshop Explain the nature, frequency, and costs of workplace bullying Place in the context of organizational culture and ethical culture Advise students and employees in organizations on how to deal with this increasingly common behavior Why is Bullying Important? Increasingly relevant given today’s workplace environment Teamwork Empowering employees Nurturing creativity and innovation Emphasis on productivity Definition of Workplace Bullying Bullying at work involves situations in which employees are intentionally subjected to repeated, persistent negative acts that are intimidating, malicious, and stigmatizing Bullying is characterized by several features: repetition, duration, escalation, power disparity, and attributed intent Related terms: emotional abuse, social undermining, hostile work environment, work harassment, and workplace mistreatment Behavioral Manifestations of Bullying There is no one complete list of bullying behaviors The key is a pattern of repeated behaviors with some intent to harm another Manifestations of bullying behavior can include: Constantly criticizing, ridiculing, or dismissing achievements Spreading malicious rumors Trivial fault finding Public humiliation or ostracism Denying information necessary for undertaking work Threatening, shouting, physical intimidation Imposing impossible deadlines Removing responsibilities unfairly Frequency of Bullying Studies vary on the frequency of workplace bullying according to definition, time of study, and location Workplace bullying is carried out on at least 14% of the U.S. workplace population at any one time 35% of workers are subject to bullying at some time in their careers A study of the U.S. Department of Veterans Administration, of 8,596 respondents in 26 facilities revealed that 36% had experienced one or more aggressive acts on a wee
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