Resources
Websites With Free Online Resources For Management & Victims
(Links to Web sites are provided as a courtesy and we cannot take responsibility for information on these sites.)
>>Wow! Kent State University’s HR offers their staff & managers online training in bullying!
>>Awesome Canadian site with tools & resources
>>CIPD has useful info and resources for UK on all HR topics
>>PTSD info!
>>AS@W Great website offering resources and info about developing anti-depressant skills at work
>> Workplace Bullying Policy adopted by Sioux City Community Schools AR403.5 – is the new policy currently being used…
>>FREE University level lectures from Glamogoran Business School!
>>EEOC PowerPoint you can use for an informational Workshop on Workplace Bullying
>>Great Informational PowerPoint Handout created by Civility Partners LLC
>> psychologicalharassment.org/ This site has tons and tons of information on (just what the name says) Psychological Harassment & ways to prevent it.
>> Psychological Harassment Information Association >> Winning Workplaces – Valuable Resource for Curbing Workplace Harassment
>> PsychCentral – Trusted information in mental health and psychology
>>NY Committee for Occupational Safety and Health (NYCOSH) Loaded with links for prevention & support
>>The National Workrights Institute resources for whistleblowers, etc. Featured in NPR news story
>> Workplace Fairness provides educational information about workers rights. Has tons of resources!
>>eBossWatch They can probably wallpaper their office with ‘cease and desist’ letters but this site goes right out and names names and points fingers. The blog is fascinating! Definitely worth a follow on both Twitter & Facebook.
>>How To Handle A Workplace Bully – BNET site with FREE resources and advice to make your company bully proof
>>Great site for up to date legal decisions: http://www.waemploymentlawblog.com/blog/employment_discriminaiton/
>>Workplace Violence Prevention Handbook – created by UC Davis. Note: A woman at UC Davis committed suicide in 2000 blaming stress in the workplace [article]
>>Great blog with tons of information (out of England) started by TIM FIELD
>>Free Download With Info & Suggested Policy >>Strategies to Protect Nurses from Bullying
>> Article with Strategies to Prevent & Stop Workplace Bullying with Policies & legislation
>>FREE DOWNLAD FROM AUSTRALIAN UNIVERSITY WITH POLICY INFO AND PROCEDURES
>>Informational resource for employees in Australia
>>JobVent is a site that lets you rant or rave about your boss or see if someone else has — be careful what you say!
>>Here’s another site to speak out about your boss
>>Leading Researcher, Pamela Lutgen-Sandvik’s home page has a free link to her book on Workplace Bullying and corrective methods.
>> Chair Yoga (Stress Releaser!)
>> Mayo Clinic Info On PTSD (Post Traumatic Stress Disorder) Seek counseling immediately if you feel this applies to you.
>> WebMD Managing and reducing Stress.
>> Legal Article Presented by Keith Fink
>> Free Resources for Teachers dealing with Character Education
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Top Related Videos
Announcements
>>New Research Shows Abusive Bosses Get Away With It If They Produce
>>7th International Conference on Workplace Bullying and Harassment
>>The Crisis Prevention Institute announces “Workplace Bullying” training seminars:
“…a recent study by the National Institute of Occupational Health and Safety (NIOSH) has shown that one in four workplaces reported that at least one incident of bullying occurred in the previous year…the Joint Commission has recently recognized the need to address bullying behavior and lateral violence among hospital staff by introducing new standards for 2009.” Crisis Prevention Institute®
>>emTRAiN Launches 2009 Global Harassment Course
SACRAMENTO, Calif., April 30 /PRNewswire/ — emTRAiN, Inc., a leading provider of multi-media online, HR compliance training, today announced the immediate availability of its web-based, hosted Global Harassment Prevention course to help multinational companies of all sizes achieve a more consistent workforce culture and protect themselves against employment claims and litigation wherever they do business around the world.
>>Keeping Workplace Bullies Out By Bringing A “No Bullies Allowed” Policy In
WorkplaceViolenceNews.com By Catherine Mattice – • Consultant offering training and business consulting in organizational communication and culture, and interpersonal communication skills. [read article]
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Books on This Topic Available at Amazon.com
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Articles And Research
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More Articles, Books, and Research
>>Addressing Workplace Bullying
“Hope For A Healthy Workplace”. Dr. Barrow discusses the issues of emotional abuse and bullying in the workplace.
Antibullying Legislation-A Growing National Trend in the New Workplace; William C Martucci, Katherine R Sinatra. Employment Relations Today. Hoboken: Winter 2009. Vol. 35, Iss. 4; pg. 77
Abstract (Summary) In the past five years, advocates in states across the US have been pushing for workplace antibullying legislation, modeled after the Healthy Workplace Bill. Opponents of workplace antibullying laws fear such legislation will open the floodgates and increase employment litigation, generating additional costs for employers in an already fragile economy. Proponents of workplace antibullying laws, on the other hand, generally argue that the high costs of employee turnover and the decreased productivity when bullying on the job persists make these laws worthwhile. Although no state has passed legislation yet, employers and counsel should understand what the laws, if enacted in their states, provide. Lawmakers continue to pursue the passage of workplace antibullying legislation, and enactment may be just around the corner in some jurisdictions. To date, California, Connecticut, Hawaii, Kansas, Massachusetts, Missouri, Montana, New Jersey, New York, Oklahoma, Oregon, Vermont, and Washington have all proposed legislation to make bullying in the workplace unlawful.
MOBBING IN THE WORKPLACE: THE LATEST ILLUSTRATION OF PERVASIVE INDIVIDUALISM IN AMERICAN LAW;
SUMMARY:… The question for our legislators then becomes, “Who will suffer more harm: victims of workplace bullying if we do not pass the legislation, or employees and employers in general who have to comply with the terms of the legislation if we do pass it?” … It is important to note that advocates of anti-bullying legislation are not attempting to undermine status-based harassment legislation; rather, they view status-blind legislation as a logical extension of existing legislation that seeks to promote the dignity and wellbeing of all workers. … Walker had complained about work-related stress, he had never reported stress-related health problems to his employer; thus, the Council could not have been expected to act to prevent the first nervous breakdown. … Lord Hutton agreed with Lord Slynn, but was quick to add that not all instances of bullying can be blamed on employers. … Thus, British courts held in Walker that employers had a duty to protect their employees’ mental health and in Waters that employers had a duty to protect their employees from bullying or victimization by other employees. … The Canadian view mirrors the tone of European legislation, which portrays mobbing victims as vulnerable, powerless individuals who need to be protected to maintain their dignity.
State senator proposes bill on bullying;Valerie Miller. Las Vegas Business Press. Las Vegas: Oct 13, 2008. Vol. 25, Iss. 41; pg. 5
Abstract (Summary) State Sen. Richard “Tick” Segerblom has put forth a bill draft request to make all on-the-job harassment illegal, but some employers are concerned that such a law could open the door for a flood of lawsuits. The workplace bullying bill could “open floodgates” to lawsuits and dilute the protection already offered to groups such as woman, racial and ethnic minorities, older workers and the disabled, Ricciardi added.
A qualitative study on the development of workplace bullying: Towards a three way model; Elfi Baillien, Inge Neyens, Hans De Witte, Nele De Cuyper. Journal of Community & Applied Social Psychology. Chichester: Jan/Feb 2009. Vol. 19, Iss. 1; pg. 1
Abstract (Summary) Up to now, researchers have identified various individual and work-related factors as potential antecedents of workplace bullying. The aim of the present study is to integrate this line of research in view of explaining how these antecedents may develop into workplace bullying. Key informants, such as union representatives, employees with a confidence role concerning workplace bullying, human resource managers, prevention workers and social service employees, analysed bullying incidents or cases within their organization. We combined the various perspectives on the same incident into one plan. Then, all 87 case plans were united in a global model that reflects the development towards bullying. The results suggested three processes that may contribute to the development of bullying. Firstly, bullying may result from inefficient coping with frustration. Such coping mechanisms are likely to be active for perpetrators, and passive for victims. Secondly, bullying may be the consequence of escalated conflicts. Thirdly, bullying may result from destructive team and organizational cultures or habits. Individual and work-related antecedents may affect these processes in two ways: they may be at the origin of the three processes, and they may relate to the employees’ coping style. Implications for theory and research are discussed.
Down, office bully!; The “Healthy Workplace Bill” would protect employees who feel the bite of a tormenting boss;Seattle Times. Seattle, Wash.: Jan 20, 2008. pg. K.1
Abstract (Summary) Health studies show that work-related stress can lead to depression, post-traumatic stress disorder, strokes, heart attacks, chronic fatigue and economic devastation from being fired or forced to leave. After being denied unemployment benefits, he appealed and described to a judge why he quit: the yelling and screaming; how Long called him “stupid”; how, in a meeting with a client, she laced comments about Stidham with profanities; how she rolled her eyes when he told her she shouldn’t speak to him like that.
Workplace bullying emerges as new employment law issue; Michael Fox, Jan 7, 2008
…Three steps that employers can take:
1. Make sure your policies prohibit all harassing, abusive and violent conduct.
2. Quickly respond to any complaint of improper behavior-even if it is not technically illegal-in the same way as you respond to a complaint of harassment based on a protected category.
3. Most important, make sure your actions are aligned with your words.
States weigh anti-bullying laws; Justin Rebello. Lawyers USA. Boston: Mar 12, 2007. pg. 1
Abstract (Summary)[David Yamada], the founder of the New Workplace Institute,a non-profit center that studies the challenges workers face at the office,has become a national expert on the subject of workplace bullying, authoring a number of academic articles on the issue. Gary Namie, director of the Workplace Bullying & Trauma Institute, a Bellingham, Wash.-based organization,argues that bullying victims’ psychological suffering is compounded by not having any form of legal redress. Namie, who testified in the [Doescher] case, said workplace bullying is similar to domestic violence in the way it exploits an uneven distribution of power between an aggressor and his or her victim.
Anti-Bullying Movement Turns To Workplace;Don Stacom. Knight Ridder Tribune Business News. Washington: Mar 10, 2007. pg. 1
Abstract (Summary) The Connecticut bill would outlaw “threatening, intimidating or humiliating” conduct by a boss or co-worker and would ban repeated insults and epithets. There is no description of precisely what those terms cover, but the target is “hostile and offensive” behavior that happens more than once. The proposal also doesn’t specify a penalty; instead, it would give workers the grounds to sue their employers or co-workers. It is based on the Healthy Workplace Bill, an initiative promoted over the past decade by Gary and Ruth Namie. The Washington state couple have written a book and created a consulting business based on their contention that workplace bullying — inflicted most commonly by managers against less-powerful employees — is psychologically damaging to individuals and destructive to companies that don’t intervene.
Crackdown on bullies; Brian K LaFratta. National Law Journal. New York: Sep 29, 2008. Vol. 31, Iss. 5; pg. S1
Abstract (Summary) During the past five years, there has been an ongoing effort to pass legislation in multiple states prohibiting abusive conduct, or “bullying,” in the workplace. Such laws would provide employees with the ability to sue their employers in state court based solely on experiencing poor treatment at work. These laws represent a significant departure from the existing state of employment law, in which, generally speaking, an employee must show that the alleged improper conduct related to a protected category, such as sex or race. Under the proposed laws, every negative interaction at work, regardless of the reason or circumstances, may be the ground for a lawsuit. Here, LaFratta discusses the proposed anti-bullying bill that would give employees tools to fight abusive conduct in the workplace.
Identifying and managing bullying in the workplace; Anni Townend. Human Resource Management International Digest. Bradford: 2008. Vol. 16, Iss. 6; pg. 3
Abstract (Summary) The article sheds light on the phenomenon of bullying in the workplace and the need to create truly assertive and inclusive organizations in which business leaders and employees embrace diversity in all they do. The paper presents a framework of assertiveness and diversity, of openness, trust and respect, which can benefit everyone in the workplace. The reveals that a lack of awareness of self and others, and a fear of difference, is the underlying cause of bullying. The paper shows that that, by integrating diversity awareness into everything that people do, and valuing people for their gifts different, bullying can be tackled. The author argues that people change their behavior when given support and encouragement to understand the impact of their behavior on others, and that they can be helped to appreciate their differences and thus build bigger relationships in which more and greater business opportunities are realized.
BEYOND THE PLAYGROUND; Lauretta Claussen. Safety & Health. Chicago: Nov 2008. Vol. 178, Iss. 5; pg. 44
Abstract (Summary) Claussen discusses workplace bullying. Although the definition of bullying does not include physical contact, it can have a definite negative health effect on victimized workers. Repeated bullying may create psychological effects ranging from high stress levels all the way to post-traumatic stress disorder. Numerous studies have pointed to a connection between work stress and cardiovascular disease, hypertension and increased absenteeism.
Bullying Among Nurses; Cheryl A Dellasega. The American Journal of Nursing. New York: Jan 2009. Vol. 109, Iss. 1; pg. 52
Abstract (Summary) Relational aggression is a type of bullying typified by various forms of psychological (rather than physical) abuse. It includes such behaviors as gossiping, withholding information, and ostracism. Although relational aggression in girls has garnered considerable interest, scant research on this subject has been conducted among adult women or among nurses in particular. Most studies of bullying among nurses have been conducted outside the United States. This article reports on the relevant literature on bullying among health care workers, describes common scenarios, and offers a framework for changing workplace environments affected by bullying.
Bullying in the 21st Century Global Organization: An Ethical Perspective; Michael Harvey, Darren Treadway, Joyce Thompson Heames, Allison Duke. Journal of Business Ethics. Dordrecht: Mar 2009. Vol. 85, Iss. 1; pg. 27, 14 pgs
Abstract (Summary) The complex global business environment has created a host of problems for managers, none of which is more difficult to address than bullying in the workplace. The rapid rate of change and the ever-increasing complexity of organizational environments of business throughout the world have increased the opportunity for bullying to occur more frequently. This article addresses the foundations of bullying by examining the ‘nature’ (i.e., bullying behavior influenced by the innate genetic make-up of an individual) and the ‘nurture’ (i.e., individuals learn to be bullies and environments allow the behavior to perpetuate) arguments for the occurrence of bullying behavior. In addition, guidelines are presented for managers in global organizations to use in assessing and monitoring bullying activities in global organizations.
NEVER, EVER TOLERATE A BULLY IN THE WORKPLACE; MAUREEN MORIARTY Columnist. Seattle Post – Intelligencer. Seattle, Wash.: Jul 7, 2008. pg. E.1
Abstract (Summary) Anger management therapy or a coach specializing in emotional intelligence can help you gain insight into what triggers your bad behavior and learn new ways of coping in stressful workplace situations.
Workplace Bullying In Academia: A Canadian Study; Ruth McKay, Diane Huberman Arnold, Jae Fratzl, Roland Thomas. Employee Responsibilities and Rights Journal. New York: Jun 2008. Vol. 20, Iss. 2; pg. 77, 24 pgs
Abstract (Summary) This paper examines the results of a workplace bully survey sent to faculty, instructors and librarians at a mid-sized Canadian university in 2005. The potential sources of workplace bullying by colleagues, administrators and students are examined. The survey determined that workplace bullying is of particular concern for employees that are newly hired or untenured. The systemic nature of this phenomenon and the spillover effect from one job domain to another are identified. The findings indicate costs for the university linked to workplace bullying. Costs include increased employee turnover, changed perception of the university by employees and reduced employee engagement.
Burning career issues; Jo Whitbourn. Personnel Today. Sutton: Mar 3, 2009. pg. 35, 1 pgs
Abstract (Summary) A question regarding bullying is answered. A different individuals have their own unique style of management, and while it is never comfortable being told how things can improve, you should take a step back and consider why your manager is reacting in this way. Express your concern and ask for guidance about how you might deal with the situation. This sort of approach will demonstrate to others in the organization that you are determined to ‘make it work’. If, despite this, you still believe you are being bullied, you should then ask for further support.
What do you do if your bosses are bullies?; Anonymous. British Medical Journal. (International edition). London: Jan 17, 2009. Vol. 338, Iss. 7687; pg. 177
Abstract (Summary) Bullying takes many forms, some of them subtle, and provides a useful checklist. It may begin with covert undermining of one’s authority, so all one notices is that things seem harder that they need to be. Trying to fight it to oneself is debilitating and demoralizing, especially when the bullies are powerful in the organization. So don’t keep it to oneself, and get help as soon as one has made the diagnosis. Here, workplace bullying is discussed.
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