DIGNITY & RESPECT IN THE
WORKPLACE
Preventing
Workplace
Bullying
DIGNITY & RESPECT IN THE
WORKPLACE
Outcomes
 Define bullying & its effects
 Outline responsibilities of employees &
managers
 Raise awareness of procedures to deal with
bullying
 Raise awareness of procedures to prevent
bullying
DIGNITY & RESPECT IN THE
WORKPLACE
The Dignity and Respect
Charter requires the PSA
to have and maintain a
positive behavioural
culture.
is committed to a
workplace that
provides dignity
and respect to its
employees.
How does management support a
respectful workplace?
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–
–
–
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build & support teams.
ensure communication, feedback, supervision,
workload planning
being enthusiastic & positive
model cooperative & collaborative working
relationships,
acknowledge good work & value staff.
Resolve difference / conflicts quickly and face-toface if possible.
How do staff support a respectful
workplace?
–
Contribute constructively to a team
environment
–
Respect and co-operate with coworkers.
What does a respectful workplace look
like?
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Management who are supportive &
approachable, & regularly meet with employees.
A culture of active support for training &
professional development
Acknowledgement & recognition for good work
by staff.
Constructive relationships between the
organisation & Union representatives.
Defining Workplace Bullying
Is behaviour that is usually repeated,
that is inappropriate, unreasonable
and possibly aggressive
and that creates a risk
of physical and/or psychological
harm.
* WorkCover 2008 Preventing and dealing with workplace
bullying – A Guide for Employers and Employees
Single Incidents

A single incident of
unreasonable behaviour
may not be considered bullying.

It should not be condoned or
ignored.
Defining Workplace Bullying
What constitutes bullying behaviour?
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Abuse - Verbal , physical, emotional
Unfair use of workplace systems eg. rosters
Workplace/social exclusion
Practical jokes
Defining Workplace Bullying
What DOES NOT constitute bullying behaviour?
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Occasional differences of opinion etc in working
relationships
Reporting professional difficulties with other staff
Reasonable managerial processes
Reasonable Managerial Action
Reasonable managerial
action must be conducted in
line with established
policies.
It must be fair & equitable.
Reasonable managerial action

Legitimate performance management processes

Action taken to transfer, make redundant or terminate
an employee in a fair and equitable manner

Justified decisions not to promote

Disciplinary procedures for proven misconduct

Managed business process, such as workplace change
or restructuring conducted in consultation with
employees and their representatives
Effects of Bullying?
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Individual
Team
Organisation
Family/Community
Workplace Bullying IS a Problem
for Individuals
Each individual will react differently to bullying
behaviour. The effects are many and varied.
 High levels of stress
 Anxiety, panic attacks and depression, insomnia
 Ill health, headaches, nausea
 Loss of self esteem and confidence, feelings of social
isolation
 Reduced work performance, incapacity to work
 Deteriorating relationships with family and friends
 Hostility, aggression
 Apathy, lethargy
Workplace Bullying IS a Problem
for Teams
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Can destroy team cohesion.
Reduce productivity
Affect team morale
Workplace Bullying IS a Problem
for Organisations
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High levels of absenteeism and staff turnover
Breakdown of team and work relationships
Poor public image if a “difficult place to work”
Reduced efficiency, productivity and profitability
Increased costs - counselling, mediation &
compensation claims & premiums, industrial
activity, recruitment and re-training of new staff
Potential litigation
Procedures to Deal with Bullying
Legislation
 Policies & Guidelines
 Reporting
 Addressing & Investigating
 Resolution

Legislation
“Employers can face legal
action for bullying under a
wide range of laws; criminal,
OHS, anti discrimination and
workers compensation as well
as personal injury liability and
breach of contract.”
Source : Employer First website
NSW and Federal Legislation
Anti-discrimination legislation
 Federal Human Rights Equal Opportunities
Commission Act 1986
 NSW Anti Discrimination Act 1977
Occupational Health & Safety Legislation
 NSW OH&S Act 2000
 NSW OH&S Regulation 2001
NSW OH&S Act 2000
S.3 Objects Promote S&H work
environment…. that is adapted to
physiological & psychological needs
S. 8 (1) An employer must ensure the
health, safety and welfare at work of
all employees
Prosecution under OHS Act 2000
The NSW Chief Industrial Magistrate has ruled that employers should
not tolerate bullying*.
They should:
– consult with employees
– implement an anti-bullying policy and procedures
– train staff in working with policy and procedures
– establish a complaints mechanism
– continually monitor the effectiveness of these policies.
(*Inspector Maddaford v MA Coleman Joinery & Ors, 20085574/03/02,
5/5/04)
Policy &
Guidelines
Policy Guidelines
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Code of Conduct
Complaints Handling Policy
Prevention of Bullying in the Workplace Policy
Hazard/Incident Reporting
Reporting Bullying Behaviour
Bullying behaviour may
exist even if there are no
reported incidents
Reporting Bullying Behaviour
Encouraging reporting can assist the employer to:
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develop an accurate picture of the nature and extent
of bullying
take action to address the issues being reported
assess whether prevention measures are working
nip emerging issues “in the bud”
provide prompt assistance and support to employees
Reporting Bullying Behaviour
How to report:
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Informal Complaints Procedures
Direct Approach
Formal Complaints Procedures
Hazard/Incident Reporting Procedures
Workers Compensation Claim
Addressing & Investigating
Bullying Behaviour
All allegations to be treated seriously &
investigated promptly & fairly
 Confidentiality must be maintained
 The alleged bully should be treated as
innocent unless the allegations are proved
to be true
 Principles of natural justice
 Documentation

Addressing & Investigating
Bullying Behaviour
RTW plans for psychological injuries must
be developed as for standard RTW plan
including risk assessment of the
workplace, provision of suitable or
alternate duties
 Union members have the right to have their
Union assist them in these processes.

Resolution
Complaint resolution is
a very important part of
dealing with bullying in
the workplace.
Resolution
Need to have quick resolution to demonstrate to
employees that bullying is taken seriously.
Outcomes
Apology
 Undertaking that the behaviour will cease
 Formal warning, counselling of the alleged person
 Awareness training
 Formal Complaint dismissed (i.e. not substantiated)

Bullying Risk Management
It is easier to prevent bullying
than it is to intervene after an
event or mediate during an
established pattern of bullying.
Identify Hazards
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High levels of absenteeism associated with
particular workplaces
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An increase in workplace grievances or
complaints
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High levels of staff turnover
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Employees becoming withdrawn and isolated
Assess Risk
Organisational change - restructures
 Workforce characteristics - new

employees, apprentices, trainees, casuals or
minority groups.

Workplace relationships – poor
communication, lack of consultation

Work systems – lack of policies, staff
shortages, poorly defined jobs
Control the Risks
• Consultation
• Redesign jobs
• Review resources
• Mentor programs
• Review staffing levels
• Review workloads
• Provide training esp. supervisors
Control the Risks

Consultation with health and safety representatives
and the health and safety committee should
precede all proposed
action to reduce the risk
of bullying.
Summary
Everyone has a
responsibility to ensure the workplace
is a bully-free zone.
Employers have a responsibility to:
 Provide a safe workplace according to the
relevant legislation
 Provide policies and procedures outlining
processes for dealing with allegations of bullying
and harassment
Employees have a responsibility to:
 Report hazards
 Participate in consultation and training
 Promote a culture of dignity and respect
DOES NOT TOLERATE
BULLYING
in the workplace.