Bullying: The Hidden Problem in the Workplace – c ontinued from page 11
a rarity, bullying in the workplace is more common than many think. A 2012 online survey by JobsCentral showed that 24% of workers in Singapore believed they had been victims of it. With such a large proportion of the workforce touched by this scourge, it‘s time for HR to get actively involved and take ownership of the problem. Currently, Singapore has no specific legislation to combat workplace bullying and no fixed definition of workplace bullying. Experts say the way HR responds to workplace bullying matters more than the act itself. ―A company‘s response to bullying is a sign of its culture and how much they really do value their employees,‖ said Brent Tignor, Regional HR Manager.
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UNITED KINGDOM Bullying: a Blight in British Workplaces
If there‘s one thing most bullies have in common, it‘s that they often have absolutely no idea of the destructive effect of their actions – and can be devastated when they find out. Psychologists say at least half of all miscreants are entirely unaware they are bullies. Even the most overtly aggressive among them may simply lack the emotional intelligence required to gauge the response of others to their behaviour. Intentional or not, there‘s a lot of bullying – and few organisations seem to have got to grips with how to tackle it. A CIPD study found 15% of employees had experienced bullying or harassment in the preceding two years, with another 33% saying they had witnessed it. Although there is no specific legislation for bullying, the Equality Act 2010 covers harassment and there are numerous other legal principles that can be invoked, such as breach of contract, health and safety, human rights and personal injury. The problem for HR leaders is that bullying is a complex and often subtle behaviour. If organisations really want to stamp out bullying, they need to create a values-driven culture where difference is appreciated and bad behaviour is simply not socially acceptable. And there needs to be clear policies, practices and procedures, which are backed up by action – even if the perpetrators are doing a good job or occupy senior positions.
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Australian Workplace Violence 2013 Benchmark Survey Results By: Bruce T. Blythe
Following a workplace violence (WPV) survey of major employers in the U.S., a similar survey was conducted in Australia through the assistance of Asia Pacific Security Magazine. Below, is a summary of the Australian work place violence benchm ark ing survey and a comparison with U.S. surve y findings.
Survey Results The Australian survey was conducted by U.S.-based Behavioral Medical Interventions (BMI) in September 2013. The benchmarking results indicated: 60% of Australian companies reportedly have some form of a workplace violence program in place;
However, less than 20 % have: A threat notification system designed to notif y the organisation of threats; Protocol for managing potential hostility during layoffs or terminations; Violence-related emergency and crisis response systems.
Only 5% have a program for dealing with domestic violence threats that come into the workplace; 60% have no established relationships with external professionals that specialize in workplace violence.
U.S. Comparison In comparison, 45% (vs. 5% Australia) of US companies are addressing domestic violence in the workplace and over 80% (vs. 40% Australia) have established relationships with external professionals in this field. In further com parison to Australia, the U.S. benchm ark survey revealed: Over 80% (vs. 60%) of responding companies have a workplace violence program;
Less than 20% of responding Australian organisations have the following, when compared to the U.S. survey: Over 50% of U.S. organisations have a threat notification system;
47% have a protocol for m anaging potential hostilit y, and 57% have emergency and crisis response systems in place.
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