Employer’s responsibility for bullying

Strong-arming exists within the bulk of administrations. To what extent is this the employer’s duty?

Abstract.This paper is concerned with the construct of strong-arming in the workplace and examines two critical issues. First the extent to which intimidation and the direction of it is the duty of the employer. Second, it examines the differences between how a for net income and how a non for net income administration approach the jobs of strong-arming to determine to what grade they believe it is their duty.

Need essay sample on Employer’s responsibility for bullying ?We will write a custom essay sample specifically for you for only $13.90/page

order now

The paper finds that whilst there are differences in the ways both types of administrations operate, they show a similar deficiency of consciousness as to the extent, nature and causes of strong-arming. The paper concludes with recommendations as to what actions they should take to recognize their duties in this country.

Contentss page.Introduction4 Literature Review5 Methodology14 Results 16

Discussion21 Conclusions24 References and bibliography26


Appendix 1 – questionnaire consequences from forces representatives31

Appendix 2 – questionnaire consequences from forces representatives38

Appendix 3 – consequences of issue interviews, grudges and legal action42

Appendix 4 – notes from employees working group43

Introduction.A Health and Executive study suggests the figure of violent incidents related to strong-arming by workers on colleagues in England and Wales in 2002/2003 was 849,000 ( British Crime Survey 2005 ) . The Chartered Institute of Personnel and Development found that 20 % of UK employees have experienced some signifier of intimidation over the last two old ages ( CIPD 2006 ) . A Trades Union Congress study in 2006 found that 18 million on the job yearss are lost to British industry every twelvemonth through the effects of intimidation ( TUC 2006 ) . These statistics show that the issue of strong-arming is holding a serious consequence on British industry. The inquiry arises as to who, in the workplace, should be held responsible for the happening of the job and who should be expected to cover with it.

“Not for profit” or “non profit” administrations are a turning sector of the British concern image. They vary from the traditional signifier of concern in that there is by and large no terminal merchandise or service. Drucker ( 1990 ) defines their intent as conveying about alteration in people. For many old ages, the non for net income sector paid small attending to the constructs of direction seeing it as being a device of a ’business’ and therefore of no relevancy to themselves ( Drucker 1990 ) . Recently, this sentiment has changed and the non for net income sector has realised that they must follow many of the patterns which concerns have been utilizing for old ages including the ways in which they manage people.

This paper examines the issues of workplace intimidation by comparing the positions, attacks and actions of a net income orientated concern – the DIY shop, B & A ; Q – and a non for net income administration – Cancer Research UK.

Literature Review.The nature of intimidation and torment.

Rayneret Al( 2001 ) suggest that although the construct of intimidation has existed for a considerable sum of clip, it was merely in the ninetiess that it was officially recognised as a workplace phenomenon and as such, began to have academic and professional attending. They refer to a docudrama on the BBC in 1990 by Andrea Adams as being a “lynchpin for our emergent awareness” ( Rayneret Al2001, pp. 2 ) , and points out that it is the media who have continued to increase public consciousness of the issue and that “mainstream direction texts seldom contain any mention to strong-arming at work, and are surely light of suggestions as to what to make about it” ( Rayneret Al2001, pp. 3 ) .

ACAS point out that there is small differentiation between the constructs of intimidation and torment by stating that “these footings are used interchangeably by most people, and many definitions include strong-arming as a signifier of harassment“ ( ACAS advice cusp 2007, page non given ) . However, they continue by giving more specific definitions of the two, stating that “ ( H ) arassment, in general footings is: unwanted behavior impacting the self-respect of work forces and adult females in the workplace. It may be related to age, sex, race, disablement, faith, nationality or any personal feature of the person, and may be relentless or an stray incident“ ( ACAS 2007, page non given ) . They add that “ ( T ) he key is that the actions or remarks are viewed as demeaning and unacceptable to the recipient” whereas “ ( B ) ullying may be characterised as: violative, intimidating, malicious or contemptuous behavior, an maltreatment or abuse of power through agencies intended to sabotage, mortify, minimize or wound the recipient“ ( ACAS 2007, page non given ) . Interestingly, they note that it is non possible to raise a specific ailment of strong-arming to an employment court and that any such action would necessitate to be defined under favoritism and harassment statute law or under breach of contract associating to responsibility of attention or the Health and Safety at Work Act. The latter can be cited as intimidation and torment can take to emphasize and employers have legal responsibilities “under the Management of Health and Safety at Work Regulations 1999 to measure the hazard of stress-related sick wellness originating from work activities ; and under the Health and Safety at Work etc Act 1974 to take steps to command that risk“ ( Health and Safety Executive 2007, page non given ) . Where a instance of torment is found to hold occurred, the employer can confront an limitless mulct and limitless compensation ( CIPD 2006a ) .

Employers hence have a legal duty to guarantee intimidation does non take topographic point.

Several authors ( see Mullins 2005, Legge ( 2005 ) , CIPD ( 2006a ) besides link the employers duties for pull offing intimidation and torment to the construct of the psychological contract which “implies a series of common outlooks and satisfaction of demands originating from the people-organisation relationship” ( Mullins 2005, pp.37 ) . Whilst these outlooks may differ between concerns and employers and employees, Stalker ( 2000 ) stresses the inclusion of “demonstrating a echt concern for persons working in the organisation” ( Stalker 2000, pp. 28 ) . CIPD have found that “employers need to supply a positive working environment to fulfill employees’ outlooks under the psychological contract” ( CIPD 2006a, page non given ) .

It is non merely the employer that is seen to hold a function in halting intimidation. From a legal position, an person can confront prosecution under condemnable and civil jurisprudence and “they could be personally apt and have to pay compensation themselves, every bit good as any payment the administration may be ordered to make“ ( CIPD 2006a, page non given ) . Furthermore, the CIPD feels that “ ( I ) ndividuals besides have a duty to act in ways which support a hostile-free working environment for themselves and their co-workers. They should play their portion in doing the organisation’s policy a world and be prepared to take appropriate action if they observe or have grounds that person else is being harassed“ ( CIPD 2006a, page non given ) .

A farther job with specifying the construct of intimidation is described by the CIPD as being that “ ( T ) here is no 1 checklist of what defines torment as it is frequently specific to the individual, associating to their feelings of regard and dignity“ ( CIPD 2006a, page non given ) . This introduces the construct that what one individual may see to be strong-arming, another may non. This makes the direction of the job hard.

There are assorted ways in which intimidation can happen. The most obvious signifier of a face-to-face state of affairs is non the lone beginning and instances have been reported of strong-arming behavior through e mail and telephone every bit good as through the usage of distant supervising methods, such as the monitoring of telephone calls and computing machine use. ACAS ( 2007 ) besides note the troubles in finding what is strong-arming and what could be considered as the normal pattern or civilization of an administration. This leads to two countries of concern. First, how a concern civilization where a grade of what could be considered intimidation is normal develops and how it can be changed. Second, there are force per unit areas on an person to be seen to suit in and non be perceived as weak by raising the issue.

ACAS ( 2007 ) have examined this point in some item and conclude that “ ( P ) eople being bullied or harassed may sometimes look to overreact to something that seems comparatively fiddling but which may be the ‘last straw ‘ following a series of incidents“ ( ACAS 2007, page non given ) . Furthermore, they have found that “ ( degree Celsius ) olleagues may be loath to come frontward as informants, as they excessively may fear the effects for themselves. They may be so alleviated non to be the topic of the tough themselves that they collude with the bully as a manner of avoiding attention“ ( ACAS 2007, page non given ) . Olsen ( 2005 ) suggests that the grounds why a victim of intimidation may non describe it include deficiency of direction support, deficiency of assurance in how it will be handled ensuing in them being worse off, exploitation by the bully and others, fright of looking weak, being accused of it being their ain mistake and being discriminated against for publicity. Olsen besides notes that toughs take certain actions to deter their victims from describing them. These include “charm, subtle or direct menaces and coercing others to let or disregard certain behaviours” ( Olsen 2005, pp. 29 ) .

ACAS offer a scope of actions to develop a policy on intimidation and torment. These include: “statement of committedness from senior direction ; recognition that strong-arming and torment are jobs for the administration ; clear statement that strong-arming and torment will non be tolerated ; illustrations of unacceptable behavior ; statement that strong-arming and torment may be treated as disciplinary offenses ; the stairss the administration takes to forestall intimidation and torment ; duties of supervisors and directors ; confidentiality for any plaintiff ; mention to grudge processs ( formal and informal ) , including timescales for action ; probe processs, including timescales for action ; mention to disciplinary processs, including timescales for action guidance and support handiness ; developing for directors ; protection from exploitation ; how the policy is to be implemented, reviewed and monitored“ ( ACAS 2007 page non given ) . Olsen suggests that “a workplace strong-arming programme is non so much about aiming and concentrating upon toughs but about making a civilization that makes the actions of intimidation and harassment really unwelcome” ( Olsen 2005, pp. 31 ) .

An of import beginning of information on intimidation is the UK National Workplace Bullying Advice Line set up in 1997. Their website studies that they receive 200-500 visits per twenty-four hours from assorted states bespeaking that workplace intimidation is an international phenomenon. Their statistics show that instructors, nurses, societal workers and non for net income administrations are the top four beginnings of studies of intimidation and that “ ( a ) pprox 6-8 % are from the voluntary and non-profit sector, with little charities … having prominently” ( UK National Workplace Bullying Advice Line a, page non given ) . Furthermore, they have found that “ this sector has shown the highest rate of addition in calls since 1998” ( UK National Workplace Bullying Advice Line a, page non given ) . They suggest that this is because “the consecutive tough is attracted to this function … for the chances to mistreat power over vulnerable clients…as good as the chance to demo publically how caring they are” ( UK National Workplace Bullying Advice Line B, page non given ) . They go on to state that “ ( T ) his egotistic impulse is common to many consecutive toughs ( particularly females ) who are unmindful to the disagreement between how theyliketo be perceived ( as wonderful, sort, caring persons ) and how theyareperceived ( as aggressive, immature, inadequate and incompetent ) ” ( italics in original ) ( UK National Workplace Bullying Advice Line B, page non given )

By far the biggest proportion of strong-arming relationships ( 90 % ) are where a director is strong-arming a subsidiary ( UK National Workplace Bullying Advice Line a ) , although they note that this figure may be inaccurate as they feel that directors may be less likely to describe instances where they are being bullied by a subsidiary. They besides found that females were more likely to describe instances of strong-arming to them than males ( 75 % of the calls were from females ) . They feel that this is “probably because females are a ) more willing to acknowledge they are being bullied, and B ) more likely to be motivated to make something about it“ ( UK National Workplace Bullying Advice Line a, page non given ) . However, they fail to measure up these statements or supply any grounds that these are the instances. Furthermore, it could be argued that those sectors from which the studies are made are likely to hold a higher proportion of female workers.

The UK National Workplace Bullying Advice Line found that whilst a fifth of reported instances resulted in the plaintiff taking legal action, the bulk were discouraged from making so by a deficiency of support from their trades brotherhood or a refusal from their employer to let them entree to their trade brotherhood representative. Of those that did ensue in legal action, merely 1 % resulted in a successful prosecution ( UK National Workplace Bullying Advice Line a, page non given ) .

Olsen suggests several grounds why employers are slow to cover with claims of strong-arming. These include “fear that the deficiency of definition and ability to asses what is strong-arming and what is non strong-arming will give rise to many specious or malicious ailments ; there is a single-bottom-line focal point and unless issues are seen to hold straight affected net incomes there is reluctance to turn to them ; generational rhythms of high struggle, workplace intimidation and torment have created a civilization that seems impossible to alter ; those in places of power are afraid because they realise it may intend holding to alter their ain manner of direction ; they merely do non desire to understand it and make non desire to turn to it ; they “turn a blind eye” and don’t believe it could be a job within their administration ; they consider it to be excessively dearly-won to turn to decently and make non see these costs as being recoverable” ( Olsen 2005, pp. 31 ) .

Several authors have commented on the effects of strong-arming. As antecedently mentioned, the most common consequence is that of emphasis which provides a resort for the victim to take legal action under wellness and safety statute law. The CIPD notes that employee emphasis within an administration can “damage morale and lead to higher labor turnover, decreased productiveness, lower efficiency and divided teams” ( CIPD 2006a, page non given ) and for an single “can lead to illness, absenteeism, less committedness, hapless public presentation and resignation” ( CIPD 2006a, page non given ) . Olsen and the UK National Workplace Bullying Advice Line both highlight the more utmost possibilities of self-destruction and requital with the National Workplace Bullying Advice Line describing instances of these happening being logged on their web site.

Causes of intimidation.

To analyze the extent of the employers duty for halting intimidation, it is necessary to analyze the causes of strong-arming. Olsen ( 2005 ) suggests several grounds including “the personal demand to keep power over others ; the personal demand to command people, fortunes or state of affairss ; a predatory demand to victimize or mistreat others ; desiring to hold merriment at person else’s disbursal ; emphasis of pressure… ; the demand to keep a civilization and “teach” or “toughen up” fledglings ( rites of transition, induction patterns ) ; a pathological demand to look superior to others or accomplish success at another’s expense” ( Olsen 2005, pp. 28 ) . She besides explains the two extremes of grounds behind intimidation as being ‘situational’ – due to a peculiar event or state of affairs – and ‘chronic’ – being within the nature of the tough under all state of affairss ( Olsen 2005 ) . The situational tough may react to being placed under force per unit area, sing personal jobs, being threatened by others or holding their ain ego regard threatened by executing an stray act of strong-arming. Olsen ( 2005 ) sees this as most common signifier of intimidation and the easiest to pull off, stating that these persons will react good to rectification and preparation. The UK National Workplace Bullying Advice Line ( day of the month non given ) suggests specific psychological upsets that can account for chronic intimidation. These include antisocial personality upset, egotistic personality upset, paranoid personality upset, marginal personality upset and Munchausen’s Syndrome. Olsen ( 2005 ) says that “although chronic toughs are less common that situational toughs, they may hold greater impact upon people and administrations and be far more hard, if non impossible, to change” ( Olsen 2005, pp. 42 ) .

Net income V non net income.

The non for net income administrations are going increasing of import signifiers of labour use. Drucker tells us that in the USA, the non for net income sector is the largest employer with over 80 million people working as voluntaries ( Drucker 2001 ) .

Drucker besides tells us that “the non net income organisation exists to convey about a alteration in persons and in society” instead than being driven by an terminal merchandise or service motivation ( Drucker 1990, pp. 1 ) . Drucker wrote extensively on the topic of non for net income administrations and how they ab initio failed to encompass the patterns of for net income concerns in countries such as direction, selling and planning, seeing them as the sphere of ‘businesses‘ , something they did non desire to be associated with. He feels that more late, the non for net income sector had begun to follow these skill countries and that there is a “’management boom’ traveling on among the non-profit establishments, big and small” ( Drucker 1990, pp. fifteen ) . Drucker feels that this is due at least partially to an consciousness by the non for net income sector that they require a robust direction system as they “lack the subject of the bottom line” ( Drucker 2001, pp. 40 ) significance that their overall purpose of conveying about alteration in people is hard to mensurate and success for them is a cloudy construct. However, he goes on to indicate out that there are few tools designed peculiarly for their manner of operation ad that “little of it pays any attending to the distinguishable features of the non-profits or to their specific cardinal needs” ( Drucker 1990, pp. fifteen ) .

Broweret Al( 2000 ) besides noted differences in the manner non for net income and for net income concerns operate and concentrated their research on the moral and ethical patterns of company boards. Their findings were that, as would likely be expected, the non for net income board members showed higher degrees of rules and benevolence, but lower degrees of concluding than their for net income opposite numbers ( Broweret Al2000 ) . These findings support Druckers position that there are important differences in the civilizations of non for net income and for net income administrations.

The bulk of employees within a non for net income administration are voluntaries, a state of affairs which, arguably, makes people direction more hard than it is in the for net income sector. Drucker sees the rubric of ‘volunteer’ as being deceptive and uses the term ‘non-paid workers’ in penchant ( Drucker 1990, pp. 181 ) . This distinction by name indicates his position as to how workers within non for net income administrations have been viewed and managed versus how they should be, traveling frontward. Drucker points out that non merely are these non-paid workers Numberss increasing but that they are taking on more leading functions and that bing theoretical accounts for their direction and development should be adapted to let them to be applied. Whilst Drucker raises the specific issues of their preparation and development, of more relevancy to this paper is the issue of how hapless public presentation is managed. The quandary confronting the non for net income sector is that a big proportion of their work force is unpaid leting a larger proportion of contributions to be channelled to the cause for which they are working. Should the direction of this group be carried out as it is in the for net income concern, would this lead to a deficit of voluntaries and does this mean that these workers should be allowed to move outside the ‘norms’ of employee dealingss? Drucker gives a specific state of affairs in relation to this inquiry. He suggests that many people who do volunteer work do so because they are lonely, but that “sometimes these people for psychological or emotional grounds merely can non work with other people ; they are noisy, intrusive, scratchy, rude” ( Drucker 1990, pp. 183 ) .

As has been demonstrated, the non for net income and for net income administrations demonstrate countries of similarity and difference. By analyzing the work of Drucker, it has been shown that there is accent on the non for net income sector to follow the direction patterns of the for net income sector. The undermentioned subdivision will analyze more specifically where these differences occur as an debut to the possible differences in the manner they approach the job of intimidation.

Drucker summarises the general enlisting methods of the non for net income sector. He tells us that experienced voluntaries are “assigned to scan the newcomer” ( Drucker 2001, pp. 47 ) and that “then senior staff…interview ( s ) the fledglings to measure their strengths and put them accordingly” ( Drucker 2001, pp. 47-48 ) . He continues by stating that “ ( V ) olunteers may be assigned both a wise man and a supervisor with whom they work out their public presentation goals…these advisers are two different people, as a regulation, and both, normally, voluntaries themselves” ( Drucker 2001, pp. 48 ) . This trust on bing voluntaries to enroll and develop fledglings returns us to the earlier point sing the force per unit areas on the non for net income sector in guaranting they have a suited figure of people to be able to raise the fundss required and that the bulk of the monies raised are channelled to the cause itself. The inquiry can be asked as to the sum of developing the pickers receive and the standards that they employ when doing choice determinations. The for net income sector, particularly in a big concern such as that being examined in this paper, would hold a dedicated squad working on enlisting and using advanced enlisting methods such as psychometric proving in their procedure. Whilst they still have the force per unit areas of accomplishing the bottom line, they are non capable to the examination of foreigners as to how they reinvest their net income into the support countries. This topic received a big grade of promotion a few old ages ago when inquiries were raised sing the per centum of a contribution which really went to the ‘deserving cause’ and how much was spent on disposal costs. In 2000, the BBC reported that “the National Society for the Prevention of Cruelty to Children ( NSPCC ) spent a sum of ?38m on fundraising, disposal and candidacy ( and ) ?28m went on kids ‘s services“ ( BBC 2000, page non given ) . Similarly, the Guardian newspaper in 2005 reported on a donkey charity who, from a entire income of ?111,665 spent less than $ 58,000 on the economy of donkeys ( Guardian 2005 ) .

The administration, Charity Facts, suggests that no more than 15 % of contributions should be spent on disposal, but besides inquiries the professionalism of direction where less than 5 % is spent on disposal ( Charity Facts web site ) .

The workers in both types of administration show marked differences every bit good. The National Workplace Bullying Advice Line cites the NCVO ‘s Survey of Job Roles and Salaries which found that “there are about 130,000 charities and not-for-profit administrations … utilizing around 3 million unpaid workers“ ( UK National Workplace Bullying Advice Line B ) . They besides found that off these, two tierces are female.

In footings of people direction, the UK National Workplace Bullying Advice Line warns us that “responsible charities will hold conditions of employment similar to those of any sensible employer ; nevertheless, many charities have few or no conditions“ ( UK National Workplace Bullying Advice Line B ) . Volunteers are non protected by employment statute law as paid employees are. The authorities sponsored website, DirectGov.org recommends the usage of a voluntary understanding that “helps both the administration and its voluntaries by doing outlooks clear…both understandings incorporate current thought on what is good pattern in pull offing voluntaries. They besides address the improbable possibility of voluntaries being considered employees in the eyes of the law“ ( Direct Gov web site, page non given ) . Their sample voluntary understanding covers equal chances but makes no mention to harassment or strong-arming. Volunteers do hold the same rights as paid employees under the Data Protection Act.

B & A ; Q plc. and Cancer Research UK.

B & A ; Q is the taking DIY and garden Centre retail merchant in the UK and Europe and the 3rd largest in the universe. Their turnover in 2005 was ?3.9 billion and this resulted in a net income of ?208.5 million. They employ over 38,000 employees in their 331 UK mercantile establishments. They are portion of the Kingfisher Group ( summarised from B & A ; Q company information ) .

Cancer Research are the UKs taking malignant neoplastic disease research charity, passing ?257 million a twelvemonth on support research into the disease and increasing public consciousness. Their government construction comprises a main executive and executive board, a scientific executive board, legal guardians and members. The legal guardians advise and support the board in implementing their schemes whilst the members act in a function similar to stockholders with their most of import function being the election of legal guardians ( summarised from Cancer Research web site ) . The two chief beginnings of financess for Cancer Research are long term monthly contributions from members of the populace and the charity stores. Over 1 million people donate monthly to the charity raising over ?5 million a month. The 600 stores run by the company and selling both donated goods and new points raised ?61.9 million in the fiscal twelvemonth 2004/2005. The stores are staffed by around 15,000 voluntary workers, although this figure fluctuates on a changeless footing and includes those who volunteer for short periods of clip ( summarised from Cancer Research web site ) .

Methodology.The primary research was designed to be able to quantify and measure up the attitudes and actions of the two companies around the topic of intimidation.

Face-to-face interviews with representatives from both the forces and shop direction maps were used ab initio as it was thought that the nature of the topic could be seen as being controversial and hence the expected response rate from a postal or electronic questionnaire would be excessively low to be able to accomplish a worthwhile decision.

The author was able to derive entree to representatives from both administrations to carry on these interviews. The questionnaire was based to some grade on the recommendations made by ACAS and CIPD as to what steps employers should take to understate and cover with incidents of intimidation. Further inquiries were added and both qualitative and quantitative information was gathered. The respondents were briefed beforehand that the study was a general reappraisal of intimidation and harassment policies instead than looking at how they viewed their duties as it was felt that this would impact their answers adversely.

Following these interviews it was noted that both administrations had a policy of carry oning regular employee attitude studies and it was felt that reexamining these would be of benefit to the research. However, on closer scrutiny of the study consequences, it was found that there was no direct information that was of relevancy to this research and they hence have non been included in this paper.

The 3rd country of research was analyzing statistics from the two companies associating to why people left the concern, grudges made and any legal action in footings of constructive dismissal or favoritism statute law. It was felt that this information may be able to back up the replies received from the interviews in certain countries, but one time analysed, proved to be dissatisfactory.

The author was given entree to groups of employees within a working group context to be able to derive an penetration into their positions on strong-arming. They were briefed beforehand that they were non expected to speak about specific incidents that had either occurred to them or to their co-workers, but that the intent was to derive their sentiment on the topic.

Several restriction are noted in the methodological analysis. First, as the topic being examined is one with legal and public perceptual experience connexions, it would be expected that the respondents may give the “right” answers instead than depict the existent state of affairs. As mentioned, to get the better of this, the specific research inquiries were non raised with the respondents. Despite this it is still possible that theoretical account replies were given and the excess action of reexamining company information on departers, grudges and possible legal instances was designed to decrease this even further. However, it must be noted that responsibilities under the Data Protection Act means that non all information was available.

Second, the potentially sensitive nature of the topic made the direction of the treatment groups hard. The purpose was to avoid any accusals or hearsay on incidents of alleged intimidation and to derive the employees perceptual experience of grades of duty between themselves and their administration. The consequences have been presented to back up this and any mentions to specific instances, either existent or alleged have been omitted.Consequences.

Consequences from personnel representatives.B & A ; Q had a much more robust attitude towards the issue of strong-arming. Their senior direction squad had produced a written statement that was included in the company literature. Cancer Research UK had no formal written statement on strong-arming but the respondent believed them to be to the full cognizant of the possibility of it happening.

The B & A ; Q policy, which is covered in the initiation received by all employees contains specific illustrations as to what would be considered blustery and provinces that actions that would be considered strong-arming are non limited to these illustrations. Cancer Research believed that utilizing such illustrations may do it hard to impeach person of strong-arming if their actions were somewhat different to the illustrations. Whilst all new voluntaries receive an initiation, the forces policies are non covered in item.

Both administrations have policies which province that incidents of strong-arming would be dealt with under the disciplinary process. However, they were comparatively incognizant of the full scope of actions that could be considered as intimidation and gave a limited figure of illustrations of behaviors concentrating chiefly on the more obvious 1s.

When asked about the stairss they take to forestall intimidation, neither administration referred to actions during enlisting. Both said they conducted staff studies and would utilize normal channels of communicating to raise consciousness and let the chance for people to raise issues. The B & A ; Q attack was much more structured and proactive, using other schemes to foreground possible jobs such as issue interviews and instances of existent or threatened legal action. The Cancer Research attack was much more reactive, trusting on others to raise the issue.

The B & A ; Q directors and supervisors were reported to hold a big grade of preparation and support when covering with issues such as intimidation. The nature of the administration means that each worksite has its ain forces representative who is on manus to manager and support directors and supervisors. Cancer Research has significantly less resources to be able to offer the same degree of support to their directors and supervisors at each single site cardinal support is available but is under a big grade of work force per unit area to cover with every petition for support. Again, the attack by Cancer Research can be described as being reactive instead than proactive. However, it was at this phase of the research that first reference was made of the difference between employees and voluntaries and the Cancer Research representative was clear on the fact that they were under no duty to use a disciplinary procedure. They besides stated that it would frequently be in the best involvements of both parties merely to “let person go” if there were issues around their actions.

Both representatives believed that a big grade of the duty for understating happenings of strong-arming ballad with the person when asked the inquiry specifically. They both felt that it was an action by an person and that the individual must hold made the determination to transport out the act themselves. There was grade of outlook around personal behaviors expressed by both respondents, in that intimidation would be viewed as socially unacceptable and the Cancer Research representative noted specifically that there would be a contradiction of actions in person want to work voluntarily for a charity and so bully a co-worker. Neither recognised the employees legal duties to non bully others. The B & A ; Q representative recognised the relevancy of the psychological contract to the direction of intimidation, but the Cancer Research representative was non familiar with the construct and hence could non notice on its relevancy.

Both representatives thought that there was small they could make proactively to halt intimidation happening and that it was the administrations function to cover with it once it had happened. Both commented that it was of import to hold the right environment to deter it although their answers concentrated on consciousness and working atmosphere instead than on identifying persons who may transport out such actions.

The B & A ; Q representative had a much more elaborate position of instances of strong-arming within the concern but said that they felt it was non a major job for them. The Cancer Research representative admitted that they were likely incognizant of some instances due to the organizational construction and the high turnover of voluntaries.

Both representatives identified that there could be an betterment in their choice processes to seek and place possible toughs before using them. The B & A ; Q representative was more knowing about processs such as psychometric testing and the legal jobs with mentions. The Cancer Research representative seemed to hold more of alaissez faireattitude, proposing that the nature of volunteering and the manner they utilise them meant that there was small chance to carry on more in depth enlisting processs. The Cancer Research representative besides noted that the shop directors were likely the most likely population to perpetrate intimidation and that many of these had been voluntaries for a long clip proposing that they were taken on before the construct of strong-arming became a concern.

Consequences from shop direction representatives.

The shop direction representative from B & A ; Q supported the forces representatives statement that there is a clear statement of committedness from senior direction that strong-arming and torment will non be tolerated. They agreed that it was made clear to all new employees. The Cancer Research shop direction representative echoed the assuming position of their forces representative in that it would be understood that this would be the instance.

The B & A ; Q representative agreed that there were illustrations of what would be considered intimidation in the company enchiridion whilst the Cancer Research representative was non cognizant of any illustrations. This is non surprising as the forces representative had stated that the policies were available for voluntaries to analyze instead than them being expected to read them it is possible that the shop representative had non seen them. This is supported by the replies to the following inquiry where the B & A ; Q store representative was cognizant that strong-arming would be dealt with under disciplinary processs and the Cancer Research shop representative assumed they would.

The B & A ; Q store direction representative was much more cognizant of how their administration acts to forestall intimidation and harassment whist the Cancer Research shop representative showed a similar position to their forces representative in that they thought it improbable that person who was prepared to volunteer to assist others would strong-arm their co-workers. This duality was repeated when asked about the specific duties of supervisors and directors in footings of identifying and pull offing intimidation and how are these communicated to them.

When asked what action they would take if there was an accusal of intimidation, as would be expected the B & A ; Q store representative was able to give a much more elaborate and significant reply. They mentioned the function of the forces representative in supplying them with counsel and support. The answer from the Cancer Research representative showed a more single attack proposing that they would take it on themselves to do a determination.

When asked how much it was the employees duty to non bully others, the B & A ; Q store representative seemed to hold a much more practical position. They pointed out that whilst you should be able to anticipate certain degrees of behavior from people in society, there were many cases where these were non upheld and they saw it as being the same in an work environment with a certain outlook of employees but the demand for the concern to pull off incidents where criterions of behaviors were non upheld. The Cancer Research store representative gave an idealistic answer by proposing that if person had the desire to give their clip voluntarily to assist others less fortunate than themselves, they would be improbable to so perpetrate Acts of the Apostless of intimidation of other voluntaries. Both believed the employees should be responsible for making a positive working environment.

Both shop representatives saw small duty for the employer to halt strong-arming other than trade with it if it occurred.

Neither shop representative was cognizant of any existent instances of intimidation or alleged strong-arming holding occurred in their concerns.

Both shop representatives thought there were no farther actions that could be taken at the enlisting phase to decrease the potency for toughs to be in their administrations.

Analysis of issue interviews, grudges and legal action.

The consequences of the secondary research were let downing. Although B & A ; Q had maintained good records in these countries, Cancer Research was less likely to hold the information due to the nature of employment of their voluntaries. Initially, neither sets of information added significantly to the research. On contemplation, nevertheless, it became evident that this supported the findings of the literature reappraisal that victims of strong-arming are improbable to describe it to their employers.

Consequences from employee working groups.

The employees seemed to hold a good apprehension of the construct of intimidation and both groups were of the sentiment that it is a regular happening within workplaces. The Cancer Research group believed that it was more likely to happen in concerns with paid employees as in the voluntary position they believed people would happen it easier to go forth if they had any issues with their work or relationships with others.

The B & A ; Q group identified the troubles in finding what precisely constitutes strong-arming and were cognizant that certain workplace patterns that most would take for granted as the civilization or the ‘way things are done’ in that peculiar topographic point, could be seen as strong-arming to person.

Both groups felt that a big grade of duty rested with the employees to non bully others in the first topographic point. The Cancer Research group were more likely to take some action themselves against person who was strong-arming another individual, the B & A ; Q group did non advert this option.

When asked about the employers duty with respect to intimidation, the B & A ; Q employee group mentioned the fact that the bulk of instances of strong-arming were by directors towards subsidiaries, this had been mentioned by the representative from Cancer Research but was non emphasised as being an of import point. The B & A ; Q working group felt that the administration was responsible for making the right direction manner that would non include elements of strong-arming as a manner of acquiring work done. They felt that the administrations 2nd country of duty was to cover with any studies of intimidation by taking the person from employment as they felt that lower degrees of subject leting the persons to stay would ensue in them reoffending.

The Cancer Research group identified the employers duties in a similar manner noticing on the administrations function in finding the working environment, they besides noted that the bulk of instances of strong-arming were by a director to a subsidiary.Discussion.

The consequences of the questionnaires show a definite difference as to the manner a for net income and non for net income administration view the issues environing intimidation and their duties in footings of pull offing it. The for net income representatives were much more cognizant and proactive around the issue and had policies and processs in topographic point both to prevent and trade with any incidents. The non for net income administration indicated a deficiency of consciousness of the potency for jobs that seemed to ensue from their perceptual experience of the nature of their concern. The for net income concern viewed intimidation as a distinguishable possibility and were aware of their duties. The non for net income administration showed a less business-like attack, seeing the fact that their voluntaries were seeking to help others and giving their clip freely as a contraindication of the likeliness of strong-arming being a possibility.

Whilst both administrations general position was that it was the employees single duty to handle their co-workers with regard, the for net income concern showed a much more robust system of doing certain employees were cognizant that it was unacceptable behavior and for covering with it if it did happen. Neither administration identified important betterments they as concerns could do on being more proactive in halting the job occurring and this could be due mostly to the fact that neither concern reported it as being a major issue.

A decision from this could be proposed as being that the administrations were incognizant of the grade of intimidation that takes topographic point in their concern. The literature reappraisal indicated that intimidation is a hard construct to specify and foreground that what one individual may see as intimidation, another would non. The representatives from neither administration were able to supply a full description of what types of behavior would be considered to be strong-arming although the forces representative from the for net income concern had the most elaborate apprehension and this would be expected due to the nature of their function. It is possible therefore that incidents of strong-arming are more legion in both administrations than they realise and this would restrict the grade of action they could take to command the happening. Although both administrations indicated that strong-arming would be dealt with under their disciplinary policy, neither indicted an apprehension of the legal facets. This once more indicates a deficiency of consciousness of the construct of strong-arming and may be a ground why they felt there was little more they could make as an employer about the job than the stairss they were already taking.

The literature reappraisal indicated that the incidence of intimidation is higher in the non for net income sector than the for net income sector. This makes the research consequences more dissatisfactory as the non for net income sample showed less consciousness of and processs for the direction of strong-arming. Whilst both administrations felt a big grade of the duty for pull offing strong-arming came from the employee themselves, the non for net income respondents indicated this to a higher grade than the for net income representatives, mentioning that they felt that the nature of volunteering would non pull the type of individual who would bully. This is in direct contradiction of the findings of the literature reappraisal which found that consecutive toughs, in peculiar, are attracted to work in the voluntary sector.

Whilst the for net income company had a grudge process in topographic point which could be used for employees to describe incidents of intimidation, they felt that employees would be able to talk with their director in the first instance if they had any ailments. The non for net income representatives gave raising it with the director as the chief class of action for an employee who was being bullied. Whilst the for net income concern showed a greater consciousness of the issue of intimidation, both administrations placed more accent on the direction of strong-arming as being an single duty of their employees i.e. they saw it as a construct that is unacceptable within society and hence unacceptable in the workplace. Procedures were in topographic point to cover with pull offing the issue but although perceptibly less existed in the non for net income administration, neither concern showed a proactive attack of seeking out intimidation, the procedures designed more as a reactive response should it happen.

A major decision which can be drawn from this research is the findings from the employee working groups when compared the remarks of the forces and shop direction representatives. The forces and shop direction representatives approached the issue of strong-arming as a job that occurs between employees whereas the employee working groups highlighted the fact, as was found in the literature reappraisal, that bulk of incidents of strong-arming are instances where a director has bullied a subsidiary. It was employee working groups who suggested that the employers duties lay non merely with covering with instances of intimidation, but besides around the manner the civilization or working environment were, an country which they saw as being entirely in the sphere of the employer. Furthermore, if the accent on the bar and direction of intimidation by both administrations direction squads concentrates on co-worker to colleague intimidation, the stairss that they presently take would be deficient to deter director to subordinate cases as the accent is on the directors themselves to cover with and study cases. Similarly, the deficiency of actions to place possible toughs at the choice phase, peculiarly by Cancer Research, once more indicates a reactive instead than proactive attack to the job.


The literature reappraisal found that there is a high degree of strong-arming within concerns reported through independent aid lines and that there is a reluctance from those subjected to strong-arming to describe these instances to their employer. The grounds for this were seen to be a deficiency of support from the employer which the victims feel may take to the job going worse instead than being solved. Linked to this is are the troubles in specifying strong-arming a such as what it is the personal perceptual experience of the individual on the having terminal as to whether the actions against them could be classed as intimidation. The legal state of affairs does non assist the victim as there is no direct resort in jurisprudence as there is in instances of favoritism.

It was besides found that whilst non for net income administrations are being encouraged to follow many of the patterns of the for net income sector, this does non filtrate down to the country of intimidation and torment.

The concerns studied show a general position that the issues of intimidation is the duty of the person as it is classed as an antisocial action and that their duties as employers – be it of paid or unpaid staff – Centre around the dealing of it when it has happened without needfully promoting or easing the coverage of it. Similarities can be drawn with the application of a legal system, that is, tell people non to make it and penalize them if they do it. This leads to an evident underestimate by both administrations as to the happening of strong-arming in their concerns. The employers besides showed a deficiency of consciousness of the function of direction in strong-arming itself. The employee groups were cognizant of this and it was found in the literature reappraisal that this is the most common signifier of intimidation. Unless concerns can guarantee they create a clime or civilization in which the direction demonstrate to their employees that strong-arming is non acceptable, they will non go cognizant of the high degree of strong-arming that exists or be able to cover with it efficaciously.

Actions would be required by both administrations to be more proactive in their direction of the intimidation issues. They presently fail to recognize their duties in forestalling its happening, an country in which they could take more actions. Both administrations, but peculiarly the non for net income illustration, should develop more robust choice processs to place possible toughs during enlisting. More actions and consciousness are besides required in the development of the organizational civilization and direction manner to gain and accept that these facets of the concern can back up the happening of strong-arming. Neither concern seemed cognizant of the importance of these ands whilst the non for net income concern may hold a disadvantage in the nature of the concern and miss the fiscal resources to be able to put in making this, they should non be able to utilize the voluntary position of the bulk of their workers as an alibi. The for net income concern can hold non account for their deficiency of action other than a failure to recognize the nature and causes of strong-arming. Unless the employers in both instances accept their duties for the issue of workplace intimidation, it will stay a characteristic of concerns and continue to hold a damaging consequence on their operations be it in footings of net income or their ability to convey about a alteration in people.

Bibliography and mentions.

ACAS ( 2007 ) . Advice leaflet – Bullying and torment at work: counsel for employees. Accessed at: hypertext transfer protocol: //www.acas.org.uk/index.aspx? articleid=797 on 9/04/2007.

Adams, A. ( 1992 ) . Strong-arming at Work: How to Confront and Overcome It. London: Virago Press.

Barbeito, C. L. ( 2003 ) . Human Resource Policies and Procedures for Nonprofit Organisations. New Jersey: John Wiley and Sons.

Bass, B.M. ( 1960 ) . Leadership, Psychology, and Organizational Behavior. New York: Harper & A ; Brothers.

B & A ; Q company information ( day of the month non given ) . Accessed at: hypertext transfer protocol: //www.diy.com/diy/jsp/bq/templates/content_lookup.jsp? content=/aboutbandq/2004/company_information/general.jsp & A ; menu=aboutbandq on 9/04/2007.

BBC ( 2000 ) . Children ‘s charity in disbursement row. Accessed at: hypertext transfer protocol: //news.bbc.co.uk/1/hi/uk/1060802.stm on 13/04/2007.

Bird, C. ( 1940 ) . Social Psychology. New York: D. Appleton-Century Company.

Brower H.H, Shrader C.B. ( 2000 ) . Moral Reasoning and Ethical Climate: Not-for-Profit vs. For-Profit Boardss of Directors.Journal of Business Ethical motives, Volume 26, Number 2, July 2000, pp. 147-167 ( 21 ) .

Buchanan, D. Huczynski, A. ( 2004 ) . Organizational Behavior: An Introductory Text. Harlow: FT Prentice Hall.

Cancer Research web site. ( 22/05/2006 ) . How we are governed. Accessed at: hypertext transfer protocol: //www.cancerresearchuk.org/aboutus/whoweare/howwearegoverned/ on 9/04/2007.

Charity Facts web site. ( Date non given ) . What is a Charity? Accessed at: hypertext transfer protocol: //www.charityfacts.org/charity_facts/index.html on 13/04/2007.

CIPD ( 2006 ) . Harassment at work. Accessed at: hypertext transfer protocol: //www.cipd.co.uk/subjects/dvsequl/harassmt/harrass? cssversion=printable

On 9/04/2007.

Direct Gov web site. ( Date non given ) . Your employment rights. Accessed at: hypertext transfer protocol: //www.direct.gov.uk/en/HomeAndCommunity/Gettinginvolvedinyourcommunity/Volunteering/DG_10038499 on 13/04/2007.

Djurkovic, N. McCormack, D. Casimir, G. ( 2006 ) . Neurosis and the psychosomatic theoretical account of workplace intimidation.Journal of Managerial Psychology, Volume 21, Number 1, 2006, pp. 73-88 ( 16 ) .

Drucker, P.F. ( 1990 ) . Pull offing the Non-Profit Organization: Principles and Practices. London: Collins.

Drucker, P.F. ( 1992 ) . Pull offing for the Future. New York: Penguin Group.

Drucker, P.F. ( 2001 ) . The Essential Drucker. Massachusetts: Harvard Business School.

Edmunds, V. Hopkins, M. Williams, A. ( 2003 ) . Harassment at Work. Bristol: Jordan rivers.

Field, T. ( 1996 ) . Bully in Sight: How to Predict, Resist, Challenge and Combat Workplace Bullying – Get the better ofing the Silence and Denial by Which Abuse Thrives. Independent publication.

Graves, D. ( 2002 ) . Contending Back: How to Fight Bullying In the Workplace. New York: McGraw-Hill.

Guardian. ( 2005 ) . Show me the money. Friday October 21, 2005.

Hadikin, R. O’Driscoll, M. ( 2000 ) . The Bullying Culture.Oxford: Butterworth Heinemann.

Health and Safety Executive. ( 2007 ) . Why tackle work-related emphasis? Accessed at: hypertext transfer protocol: //www.hse.gov.uk/stress/why.htm on 9/04/2007.

Heames, J. Harvey, M. ( 2006 ) . Workplace intimidation: a cross-level appraisal.

Management Decision, Volume 44, Number 9, 2006, pp. 1214-1230 ( 17 ) .

Hoel, H. Beale, D. ( 2006 ) . Workplace Bullying, Psychological Perspectives and Industrial Relations: Towards a Contextualized and Interdisciplinary Approach.

British Journal of Industrial Relations, Volume 44, Number 2, June 2006, pp. 239-262 ( 24 ) .

Holme, C. A. ( 2006 ) . Impact non purpose.Industrial and Commercial Training, Volume 38, Number 5, 2006, pp. 242-247 ( 6 ) .

Lee, R. Brotheridge, C. ( 2006 ) . When quarry turns predatory: Workplace intimidation as a forecaster of counteraggression/bullying, get bying, and wellbeing.European Journal of Work and Organizational Psychology,Volume 15, Number 3, September 2006, pp. 352-377 ( 26 ) .

Legge, K. ( 2005 ) . Human Resource Management. Rhetorics and Realities. Basingstoke: Palgrave Macmillan.

McElhaney, M. ( 2004 ) . Aggression in the Workplace: Preventing and Pull offing Bad Behavior. Indiana: Authorhouse.

Mullins, L.J. ( 2005 ) . Management and Organisational Behaviour. Harlow: Prentice Hall.

Namie, G. Namie, R. ( 2000 ) . The Bully at Work: What You Can Make… Illinois: Sourcebooks.

Olsen, H. ( 2005 ) . Workplace Bullying and Harassment: A Toolbox for Managers and Supervisors. New Zealand: CCH.

Olson, B. J. Nelson, D. L. Parayitam, S. ( 2006 ) . Pull offing aggression in organisations: what leaders must cognize.Leadership and Organization Development Journal,Volume 27, Number 5, 2006, pp. 384-398 ( 15 ) .

Peyton, P.R. ( 2003 ) . Dignity at Work: Extinguish Bullying and Create a Positive Working Environment. Oxford: Routledge.

Pynes, J.E. ( 1997 ) .Human Resources Management for Public and Nonprofit Organizations. New York: Jossey-Bass.

Randall, P. 1997 ) . Adult Strong-arming: Perpetrators and Victims. Oxford: Routledge.

Rayner, C. Hoel, H. Cooper, G.L. ( 2001 ) . Workplace Bullying: What Do We Know, Who Is to Blame and What Can We Make? London: Taylor Francis.

Riggio, R.E. Smith Orr, S. ( explosive detection systems. ) ( 2003 ) Bettering Leadership in Nonprofit Organizations. New York: Jossey-Bass.

Robbins, S.P. Judge, T.A. ( 2006 ) . Organizational Behaviour. New Jersey: Prentice Hall.

Meglich-Sespico, P. Faley, R. Knapp, D. ( 2007 ) . Relief and Redress for Targets of Workplace Bullying.Employee Duties and Rights Journal, Volume 19, Number 1, March 2007, pp. 31-43 ( 13 ) .

Stalker, K ( 2000 ) . ‘The Individual, the Organisation and the Psychological Contract’ , the Institute of Administrative Management, July/August 2000, pp. 28,34.

TUC. ( 2006 ) . Strong-arming / Violence at Work. Accessed at: hypertext transfer protocol: //www.tuc.org.uk/h_and_s/index.cfm? mins=30 on 12/04/2007.

UK National Workplace Bullying Advice Line. History and Statistics. ( Date non given a ) . Accessed at: hypertext transfer protocol: //www.bullyonline.org/workbully/worbal.htm on 9/04/2007.

UK National Workplace Bullying Advice Line. ( Date non given B ) . Strong-arming in the charity sector, voluntary sector and non-profit sectors. Accessed at: hypertext transfer protocol: //www.bullyonline.org/workbully/voluntary.htm on 9/04/2007.

Wolf, T. Carter, B. ( 1999 ) . Pull offing a Nonprofit Organization in the Twenty-first Century. New York: Free Press.

Appendix 1: Questionnaire – forces representatives

Do you hold a statement of committedness from senior direction sing intimidation or a clear statement that strong-arming and torment will non be tolerated?

B & A ; Q Ltd.

Yes, this was produced some clip ago – about 3 old ages. There was a specific action to include this in the company literature. It states that strong-arming and torment will non be tolerated at any degree.

Cancer Research UK

Our senior direction squad are cognizant of the possibilities for strong-arming and/or torment for our voluntaries and would non digest it. There is no formal written statement sing this.

Do you have illustrations of unacceptable behavior to exemplify what constitutes intimidation and are these communicated to those who work for you?

B & A ; Q Ltd.

Yes, in our forces policy on intimidation and torment, there is a full description of the types of behavior that would be considered to be unacceptable. All employees receive an initiation which covers the policy.

Cancer Research UK

We believe that this would be excessively confining and that it would restrict us in being able to take action should an incident occur that was non covered in the illustrations. We have a policy that states that strong-arming and torment will non be tolerated. All our voluntaries have entree to this papers.

What type of behaviors would you represent as being strong-arming?

B & A ; Q Ltd.

Our policy gives the illustrations of personal abuses, changeless, unsupported unfavorable judgment, roasting in public or face-to-face, aggression, swearing…things like that

Cancer Research UK

Picking on person, being rude, know aparting against someone… .

Does your policy province that strong-arming and torment may be treated as disciplinary offenses?

B & A ; Q Ltd.

Yes, in our forces policy on intimidation and torment the actions that the company may take in answer to incidents are set out and are the same as the disciplinary process.

Cancer Research UK

Yes, we province this categorically.

What steps does the administration take to forestall intimidation and torment?

B & A ; Q Ltd.

Equally good as holding a written statement and a policy which is included in initiation, we arrange regular consciousness preparation for directors and supervisors. We besides conduct regular staff attitude studies in which they are asked whether they have been bullied. We monitor our departers and behavior issue interviews excessively which include a inquiry on whether they feel they have been subjected to strong-arming and we report to the board of manager on any existent or threatened legal action. Actions related to accusals of strong-arming would be included in this.

Cancer Research UK

We have a specific policy on intimidation and torment and would promote persons to describe any instances. We have a regular study of our voluntaries where they are asked about their on the job relationships with their co-workers and believe any incidents of strong-arming would be highlighted in these. We have regular meetings with store directors in which we would raise any issues we felt were of import such as intimidation.

What are the specific duties of supervisors and directors in footings of identifying and pull offing intimidation and how are these communicated to them?

B & A ; Q Ltd.

As I said, all our director undergo regular consciousness Sessionss on issues including strong-arming. They all undergo a direction or supervisory preparation programme which covers all facets of their work including their rhenium



Get your custom essay sample

Let us write you a custom essay sample

from Essaylead

Hey! So you need an essay done? We have something that you might like - do you want to check it out?

Check it out