曼彻斯特大学人力资源管理系CIPD会比赛优胜.ppt

Too hot to handle? Trust and human resource practitioners` implementation of anti-bullying policy GROUP 9 HR Practitioner Manager Employee Majority of the British organisations are aware of bullying at workplace and introduce anti-bullying policy with clear guidances and procedures. 25% 75% Organizations without Anti-Bullying Policy Organizations with Anti-Bullying Policy CMI(2008). Bullying at Work 2008: The Experience of Manager, London: CMI Bullying is still an issue at workplace with sophisticated anti-bullying policy!? 15% The bullying worsened Rayner, C (2009) Workplace Bullying and Harassment, London: UNISON 23% Bullied sought support from HRPs 5% The bullying worsened Based on a UK survey by UNISON, 35% of employees described themselves as currently bullied (n= 7151) The consequences of bullying at workplace 1 2 3 Bullying at Work Negative Psychological Effects High Turnover More Absence Rate 4 Poor Performance Low Productivity 5 Cost, Reputation General Issues Downward bullying HRP bias towards managers in dealing with bullying issues False perceptions towards employees who raise a bullying claim A “ Toxic Collusion’’ between HRPs and managers Manger-HRPs- employee relations Distrust shapes the dynamics of the managers- HRP-employee relations HRP’s skeptic approach Past experiences led to an environment of continuous and generalised distrust Bullying used as a ‘convenient excuse’ by the employees Prioritised relationship with managers Multiple directions of distrust Overview of the Critical Issues The Changing Role of the HR Function : -Business Partner role of the HRPs’ Nature and Role of DISTRUST in HRP’s dealings with bullying issues: - particularly between employees (targets) and HRPs’ The spill-over effect It seems that the HR Department is SANDWICHED between the employees and the managers Possible Course of Action Strong Leadership Awareness Training Accountability for actions Early Intervention The Le