Unacceptable Behavior (Workplace Harassment #3)

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This is known as creating a hostile work environment. Sexual harassment, which includes gender-based discrimination, also includes quid pro quo. This occurs when a manager seeks sexual favors from an employee in exchange for promotional opportunities and better pay. Discrimination against anyone based on legally protected traits is not only illegal, but sets a bad tone for the work culture.

From an employee perspective, insubordination and insolence are extreme types of unacceptable behaviors. Insolence includes various types of offensive or aggressive actions toward a superior. This includes yelling profanities, making threats or acting in an abusive manner toward someone in authority.

Insubordination is the refusal to follow manager direction or to perform tasks in a way that has been directed by leadership. Either of these can lead to swift termination. A wide array of behaviors fall under the category of bad manners or poor etiquette.

Leaving messes behind in work areas or break rooms, arriving late to work or meetings, leaving a cell phone on during meetings, misuse of company equipment, being rude to clients or partners and violating ethical conduct codes are examples. Some of these behaviors are minor and will simply lead to correction from a manager. Others go against company policy or code, or negatively affect the workplace and can ultimately lead to demotion or termination if not corrected. Neil Kokemuller has been an active business, finance and education writer and content media website developer since He has been a college marketing professor since Kokemuller has additional professional experience in marketing, retail and small business.

Skip to main content. Several aspects of academia, such as the generally decentralized nature of academic institutions [51] [52] and the particular recruitment and career procedures, [53] lend themselves to the practice of bullying and discourage its reporting and mitigation.

Workplace bullying - Wikipedia

Bullying has been identified as prominent in blue collar jobs including on the oil rigs, and in mechanical areas and machine shops, warehouses and factories. It is thought that intimidation and fear of retribution cause decreased incident reports, which, in the socioeconomic and cultural milieu of such industries, would likely lead to a vicious circle. This is often used in combination with manipulation and coercion of facts to gain favour among higher ranking administrators.

A culture of bullying is common in information technology IT , leading to high sickness rates, low morale , poor productivity and high staff turnover. Bullying in the medical profession is common, particularly of student or trainee doctors. It is thought that this is at least in part an outcome of conservative traditional hierarchical structures and teaching methods in the medical profession which may result in a bullying cycle. Bullying has been identified as being particularly prevalent in the nursing profession although the reasons are not clear.

It is thought that relational aggression psychological aspects of bullying such as gossiping and intimidation are relevant. Relational aggression has been studied amongst girls but not so much amongst adult women. School teachers are commonly the subject of bullying but they are also sometimes the originators of bullying within a school environment.

Bullying in the legal profession is believed to be more common than in some other professions. It is believed that its adversarial, hierarchical tradition contributes towards this. Bullying exists to varying degrees in the military of some countries, often involving various forms of hazing or abuse by higher members of the military hierarchy. Bullying can be common in volunteering settings. For example, one study found bullying to be the most significant factor of complaints amongst volunteers. Tim Field suggested that workplace bullying takes these forms: Adult bullying can come in an assortment of forms.

There are about five distinctive types of adult bullies. A narcissistic bully is described as a self-centred person whose egotism is frail and possesses the need to put others down. An impulsive bully is someone who acts on bullying based on stress or being upset at the moment. A physical bully uses physical injury and the threat of harm to abuse their victims, while a verbal bully uses demeaning and cynicism to debase their victims.

Lastly, a secondary adult bully is portrayed as a person that did not start the initial bullying but participates in afterwards to avoid being bullied themselves "Adult Bullying". Workplace bullying is reported to be far more prevalent than perhaps commonly thought. In such a situation, social interactions and relationships are of great importance to the function of the organizational structure and in pursuing goals. The emotional consequences of bullying put an organization at risk of losing victimized employees.

The workplace in general can be a stressful environment, so a negative way of coping with stress or an inability to do so can be particularly damning. Workplace bullies may have high social intelligence and low emotional intelligence EI. The combination of high social intelligence and low empathy is conducive to manipulative behaviour, such that Hutchinson describes workplace bullying to be. EI and ethical behaviour among other members of the work team have been shown to have a significant impact on ethical behaviour of nursing teams. Abusive supervision overlaps with workplace bullying in the workplace context.

Abusive supervision differs from related constructs such as supervisor bullying and undermining in that it does not describe the intentions or objectives of the supervisor. A power and control model has been developed for the workplace, divided into the following categories: Workplace mobbing overlaps with workplace bullying. The concept originated from the study of animal behaviour. It concentrates on bullying by a group. Workplace bullying overlaps to some degree with workplace incivility but tends to encompass more intense and typically repeated acts of disregard and rudeness.

Negative spirals of increasing incivility between organizational members can result in bullying, [72] but isolated acts of incivility are not conceptually bullying despite the apparent similarity in their form and content. In case of bullying, the intent of harm is less ambiguous, an unequal balance of power both formal and informal is more salient, and the target of bullying feels threatened, vulnerable and unable to defend himself or herself against negative recurring actions.

In , psychologists Belinda Board and Katarina Fritzon at the University of Surrey , UK, interviewed and gave personality tests to high-level British executives and compared their profiles with those of criminal psychiatric patients at Broadmoor Hospital in the UK. They found that three out of eleven personality disorders were actually more common in executives than in the disturbed criminals. They described these business people as successful psychopaths and the criminals as unsuccessful psychopaths.

According to leading leadership academic Manfred F. Kets de Vries , it seems almost inevitable these days that there will be some personality disorders in a senior management team. Narcissism, lack of self-regulation, lack of remorse and lack of conscience have been identified as traits displayed by bullies. These traits are shared with psychopaths, indicating that there is some theoretical cross-over between bullies and psychopaths.

According to Boddy there are two types of bullying: A corporate psychopath uses instrumental bullying to further their goals of promotion and power as the result of causing confusion and divide and rule. People with high scores on a psychopathy rating scale are more likely to engage in bullying, crime and drug use than other people.

A workplace bully or abuser will often have issues with social functioning. These types of people often have psychopathic traits that are difficult to identify in the hiring and promotion process. These individuals often lack anger management skills and have a distorted sense of reality. Consequently, when confronted with the accusation of abuse, the abuser is not aware that any harm was done.

Narcissists were found to prefer indirect bullying tactics such as withholding information that affects others' performance, ignoring others, spreading gossip, constantly reminding others of mistakes, ordering others to do work below their competence level, and excessively monitoring others' work rather than direct tactics such as making threats, shouting, persistently criticizing, or making false allegations. The research also revealed that narcissists are highly motivated to bully, and that to some extent, they are left with feelings of satisfaction after a bullying incident occurs.

According to Namie , Machiavellians manipulate and exploit others to advance their perceived personal agendas but he emphasizes that they are not mentally ill. They do not have a personality disorder, schizophrenia and neither are they psychopaths. In his view, Machiavellianism represents the core of workplace bullying.

According to Gary and Ruth Namie, as well as Tracy, et al. Organizations are beginning to take note of workplace bullying because of the costs to the organization in terms of the health of their employees. According to scholars at The Project for Wellness and Work-Life at Arizona State University , "workplace bullying is linked to a host of physical, psychological, organizational, and social costs. The negative effects of bullying are so severe that posttraumatic stress disorder PTSD and even suicide [85] [86] are not uncommon.

In addition, co-workers who witness workplace bullying can also have negative effects, such as fear, stress, and emotional exhaustion.

Workplace bullying

Workplace bullying can also hinder the organizational dynamics such as group cohesion, peer communication, and overall performance. Respondents reported other symptoms that can be exacerbated by stress: Dan Dana has shown organizations suffer a large financial cost by not accurately managing conflict and bullying type behaviours.

He has developed a tool to assist with calculating the cost of conflict. In addition, inadequate or negative communication techniques can further drive an employee towards feeling of being disconnected from the company's mission and goals Hidzir, et al. One way that companies can combat the destructive consequences associated with employee depression is to offer more support for counseling and consider bringing in experts to educate staff on the consequences of bullying. Ignoring the problem of depression and decreased workplace performance is creating an unsustainable path towards intergroup conflict and lasting feelings of disillusionment Fischer, et al.

Plos ONE, 9 3 , Hell Is Other People?

Plos ONE, 9 7 , Depression in the workplace: An economic cost analysis of depression-related productivity loss attributable to job strain and bullying. From Wikipedia, the free encyclopedia. Organizational culture and Bullying culture. Kiss up kick down.

Workplace bullying in academia. Bullying in information technology. Bullying in the legal profession. Bullying in the military. Abusive power and control. Psychopathy in the workplace. Narcissism in the workplace. Machiavellianism in the workplace. Legal aspects of workplace bullying. Abuse Abusive power and control Brodie's Law act Complex post-traumatic stress disorder Control freak Coworker backstabbing Cyber-aggression in the workplace Delphi Automotive Employee assistance programs Industrial and organizational psychology Leymann Inventory of Psychological Terror Malignant narcissism Micromanagement Narcissistic leadership Negligence in employment Occupational health psychology Office politics Power harassment Psychological manipulation Psychological trauma Queen bee syndrome Sexual harassment Snakes in Suits: A perspective from Britain and North America.

Investigations of actors and targets pp.

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Unacceptable Workplace Behaviors

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